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REFLECTION PAPER WEEK 4 (3/10/19) (FUNDAMENTAL REQUIREMENTS (division of…
REFLECTION PAPER WEEK 4 (3/10/19)
ORGANIZATION
social unit
two or more people that function on a continuous basis to achieve a common goal or set of objectives.
groups of people who work interdependently towards some purposes.
a managed system design and operated
ORGANIZATIONAL STRUCTURE
patterns of coordination, communication, workflow, and formal power
"culture and power relationships"
how job tasks are divided, grouped and cordinated
FUNDAMENTAL REQUIREMENTS
division of labor
coordination of that labor
the way that supposed to be done
ex: 1. waiter/waitress: take the order, clean the table
cashier: do the task about the money
Chef: cook the food
specialize work -> staffs more skillful
VERTICAL STRUCTURE
Span of control
narrow span build tall organization
wide spans create flat organizations
number of people reporting directly to the next level
Delegation
task of authority and responsibility to a subordinate a lower level
responsibility: task that an employee need to do
ex: dean delegates lecturer to conduct classes and give grades to students
Hierarchical levels
Higher level: more powe and authority
lower levels: report to higher levels
levels within the organization (highest to lowest)
Decentralization
The delegation of responsibility and authority
Centralized: decisions made at the top
decentralized: decicions made at lower levels
Authority
the legitimate to make decisions
resides in positions rather than in people
top to bottom
FUNDAMENTAL CONCEPTS
Differentiation
the works is divided into smaller taks
internal environment created by job specialization
different people perform specific parts of task
Integration
the differentiated units are put back together
the work is coordinated into overall product
link various part of the organization to achieve organization's mission.
HORIZONTAL STRUCTURE
Divisional
departmentalization that groups employees around outputs, clients or geographic areas
sometimes called as "strategic business unit" because more autonomous than functional structures
may operate as subsidiaries rather than as department of the enterprise
Matrix
optimize the use of resources and expertise, making ideal
focus on technical specialists on the goals of serving clients and creating marketable products
Functional
Jobs and departments are specialized and grouped based on business function and the skills required
typically centralized to coordinate the activities
ex: production, marketing, human resource