© Prentice Hall, 2004Business In Action 2eChapter 7 - 1 Organizing and Working in Teams

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Transcript of © Prentice Hall, 2004Business In Action 2eChapter 7 - 1 Organizing and Working in Teams

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Prentice Hall, 2004Business In Action 2eChapter 7 - 1 Organizing and Working in Teams Slide 2 Prentice Hall, 2004Business In Action 2eChapter 7 - 2 Effective Organization Structure Divide responsibilities Distribute authority Coordinate and control work Promote accountability Slide 3 Prentice Hall, 2004Business In Action 2eChapter 7 - 3 Organization Chart Formal organization Informal organization Slide 4 Prentice Hall, 2004Business In Action 2eChapter 7 - 4 Organization Chart for Food Lion Grocery Chain Board of Directors President & CEO Chairperson VP Human Resources Senior VP Operations VP MIS VP Finance VP Special Projects VP Marketing VP Advertising VP Store Planning Regional Supervisors Area Supervisors Regional Operations Area Supervisors Regional Operations Area Supervisors VP Grocery Operations VP Perishable Operations VP Bakery Operations Slide 5 Prentice Hall, 2004Business In Action 2eChapter 7 - 5 Work Specialization Advantages Efficiency Productivity Disadvantages Boredom Alienation Slide 6 Prentice Hall, 2004Business In Action 2eChapter 7 - 6 Chain of Command Responsibility Accountability Authority Delegation Slide 7 Prentice Hall, 2004Business In Action 2eChapter 7 - 7 Simplified Line-and-Staff Structure Chain of command Line organization Line-and-staff organization Slide 8 Prentice Hall, 2004Business In Action 2eChapter 7 - 8 Span of Management Flat organizations Tall organizations Slide 9 Prentice Hall, 2004Business In Action 2eChapter 7 - 9 Decision-Making Authority Centralized Top-level management Decentralized Lower-level management Slide 10 Prentice Hall, 2004Business In Action 2eChapter 7 - 10 Vertical Organizations Function Division Network Matrix Slide 11 Prentice Hall, 2004Business In Action 2eChapter 7 - 11 Departmentalization by Function Skills Resource use Expertise Slide 12 Prentice Hall, 2004Business In Action 2eChapter 7 - 12 Functional Departments Disadvantages Departmental BarriersDepartmental Barriers Slow Response TimeSlow Response Time Ineffective PlanningIneffective Planning Over-specializationOver-specialization Advantages Resource AllocationResource Allocation Unified DirectionUnified Direction Improved CoordinationImproved Coordination Better CommunicationBetter Communication Slide 13 Prentice Hall, 2004Business In Action 2eChapter 7 - 13 Departmentalization by Division Products Processes Geography Customers Slide 14 Prentice Hall, 2004Business In Action 2eChapter 7 - 14 Departmentalization by Division AdvantagesDisadvantages Flexibility Better Service Management Focus Wasting Resources Poor Coordination Competition Slide 15 Prentice Hall, 2004Business In Action 2eChapter 7 - 15 Departmentalization by Matrix Advantages Skills and expertise Resource use Disadvantages Reporting issues Authority issues Interpersonal conflicts Slide 16 Prentice Hall, 2004Business In Action 2eChapter 7 - 16 Departmentalization by Network AdvantagesDisadvantages Flexibility Responsiveness Variety Dispersed Functions Quality Control Employee Loyalty Slide 17 Prentice Hall, 2004Business In Action 2eChapter 7 - 17 Innovative Structures Horizontal structures Hybrid organization Slide 18 Prentice Hall, 2004Business In Action 2eChapter 7 - 18 Comparing Work Groups and Work Teams Goals Synergy Responsibility Skills Slide 19 Prentice Hall, 2004Business In Action 2eChapter 7 - 19 Workplace Teams Problem-solving Self-managed Functional Slide 20 Prentice Hall, 2004Business In Action 2eChapter 7 - 20 Types of Cross-Functional Teams Circles Task forces Committees Special purpose Slide 21 Prentice Hall, 2004Business In Action 2eChapter 7 - 21 Virtual Teams vProject-management skills vTime-management skills vTechnological expertise vCross-cultural skills vInterpersonal awareness Slide 22 Prentice Hall, 2004Business In Action 2eChapter 7 - 22 Working in Teams Advantages Higher-quality decisions Improved commitment Creativity & motivation Flexibility Disadvantages Power realignment Free riders Increased costs Groupthink Slide 23 Prentice Hall, 2004Business In Action 2eChapter 7 - 23 Characteristics of Effective Teams Appropriate size and structure Clear sense of purpose Open honest communication Creative thinking Focused efforts Decision by consensus Slide 24 Prentice Hall, 2004Business In Action 2eChapter 7 - 24 Team Member Roles Task specialist Dual role Nonparticipator role Socioemotional role Slide 25 Prentice Hall, 2004Business In Action 2eChapter 7 - 25 Five Stages of Team Development Forming Storming Norming Performing Adjourning Slide 26 Prentice Hall, 2004Business In Action 2eChapter 7 - 26 Stages of Development Cohesiveness Meeting attendance Interaction Work quality Goal achievement Norms Behavior Limits Values Expectations Slide 27 Prentice Hall, 2004Business In Action 2eChapter 7 - 27 Team Conflict Competition for scarce resources Responsibility issues Poor communication Values, attitudes, and personalities Authority issues Goal incompatibility Slide 28 Prentice Hall, 2004Business In Action 2eChapter 7 - 28 Dealing With Conflict Resolution Avoidance Confrontation Diffusion Prevention Clear goals Well-defined tasks Communication