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    Annie Leonhart
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    1 views5 pages

    Lec. 18

    Uploaded by

    Annie Leonhart

    Copyright:

    © All Rights Reserved
    Download as PDF or read online from Scribd
    Flag for inappropriate content
    of 5
    ‘+ Allocates and deploys organizational resources. In Chapter 1 we defined organizing as arranging and structuring work to accomplish ‘organizational goals. It an important process during which managers design an organiza tion's structure. Organizational structure (See Exhibit 10-1.) When managers create or change the structure, they're engaged in organi Jor Specialization At the Wilson Sporting Goods factory in Ada, Ohio, 150 workers (with an average tenure exceeding 20 years) make every football used in the National Football League and most of those used in college and high schoo! football games. To meet daily output goals, the work- ers specialize in job tasks such as molding, stitching and sewing, lacing, and so forth.* is an example of work specialization. activity in order to increase work output, Is also known as division of labor, a concept we troduced in the management history module. ‘Work specialization makes efficient use of the diversity of skills that workers have. In ‘most organizations, some tasks require highly developed skills: others can be performed by employees with lower skill levels, [fall workers were engaged in al the steps of, say, a ianufacturing process, all woul need the skills necessary to perform both the most de= ‘manding and the least demanding jobs. Thus, except when performing the most highly skilled or highly sophisticated tasks, employees would be working below their skill levels. In addition, skilled workers are paid more than unskilled workers, and, because wages tend, toreflect the highest level of skill, all workers would be paid at highly skilled rates to do easy ‘Scanned with CamSeanner posted somewtiere an order fulfillment time goal, At some point, however, work specializa- tion no longer leads to productivity. That’s why companies such as Avery-Dennison, Ford Australia, Hallmark, and! American Express use minimal work specialization and instead sive employees a broad range of tasks todo. /Departmentalization Does your college have a department of student services or financial aid department? Are ‘you taking this course through a management department? After deciding what job tasks will be done by whom, common work activities need to be grouped back together so work gets departments such as front desk operations, sales and catering, housckceping and laundry, and maintenance.) Exhibit 10-3 illustrates each type of departmentalization as well as the advan- tages and disadvantages of each. TODAY'S VIEW. Most large organizations continue to use combinations of most or all of these types of departmentalization. For example, a major Japanese electronics firm organ- divisions along functional lines its manufacturing units around processes, its sales, uni its sales regions into four customer groupings. Black & Decker organizes its divisions along functional lines. its manufacturing units around processes, its sales around geographic regions, and its sales regions around cus ‘tomer groupings. ‘Scanned with CamSeanner I Manager, Manager, Manager, = Manager, ‘nccouning —-Manufaciuing Human Reeoureee Purchasing + ticenin ton pling ope sida species et face wth Cormon sie knowl sod oat + Bettancn tn neta se, + iescprapccmuaten 2 Feoreontaoscnton sot unetonal reas = Cinta ew ef ormaion gon Sales Director, Sales Director, Sales Director, Sales Director, Westar Region | Southem Region | Midwestem Rogion Eastern Rglon ++ More ffoctve and efcent handling o pec regional ++ Seme needs cf unaue geographic markets beter 2 Dupteaten eftunons 1 Ganteal elated rom otter oranzationa areas ecreatonaland | Ralroducte < 2S ‘Sector ‘Scanned with CamSeanner {+ More sfetv and efcent handling ef

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