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

2. © Prentice Hall, 2004Business In Action 2eChapter 7 - 2 Effective Organization Structure Divide responsibilities Distribute authority Coordinate and control work Promote accountability

3. © Prentice Hall, 2004Business In Action 2eChapter 7 - 3 Organization Chart Formal organization Informal organization

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

5. © Prentice Hall, 2004Business In Action 2eChapter 7 - 5 Work Specialization Advantages –Efficiency –Productivity Disadvantages –Boredom –Alienation

6. © Prentice Hall, 2004Business In Action 2eChapter 7 - 6 Chain of Command Responsibility Accountability Authority Delegation

7. © Prentice Hall, 2004Business In Action 2eChapter 7 - 7 Simplified Line-and-Staff Structure Chain of command –Line organization –Line-and-staff organization

8. © Prentice Hall, 2004Business In Action 2eChapter 7 - 8 Span of Management Flat organizations Tall organizations

9. © Prentice Hall, 2004Business In Action 2eChapter 7 - 9 Decision-Making Authority Centralized –Top-level management Decentralized –Lower-level management

10. © Prentice Hall, 2004Business In Action 2eChapter 7 - 10 Vertical Organizations Function Division Network Matrix

11. © Prentice Hall, 2004Business In Action 2eChapter 7 - 11 Departmentalization by Function Skills Resource use Expertise

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

13. © Prentice Hall, 2004Business In Action 2eChapter 7 - 13 Departmentalization by Division Products Processes Geography Customers

14. © Prentice Hall, 2004Business In Action 2eChapter 7 - 14 Departmentalization by Division AdvantagesDisadvantages Flexibility Better Service Management Focus Wasting Resources Poor Coordination Competition

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

16. © Prentice Hall, 2004Business In Action 2eChapter 7 - 16 Departmentalization by Network AdvantagesDisadvantages Flexibility Responsiveness Variety Dispersed Functions Quality Control Employee Loyalty

17. © Prentice Hall, 2004Business In Action 2eChapter 7 - 17 Innovative Structures Horizontal structures Hybrid organization

18. © Prentice Hall, 2004Business In Action 2eChapter 7 - 18 Comparing Work Groups and Work Teams Goals Synergy Responsibility Skills

19. © Prentice Hall, 2004Business In Action 2eChapter 7 - 19 Workplace Teams Problem-solving Self-managed Functional

20. © Prentice Hall, 2004Business In Action 2eChapter 7 - 20 Types of Cross-Functional Teams Circles Task forces Committees Special purpose

21. © Prentice Hall, 2004Business In Action 2eChapter 7 - 21 Virtual Teams vProject-management skills vTime-management skills vTechnological expertise vCross-cultural skills vInterpersonal awareness

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

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

24. © Prentice Hall, 2004Business In Action 2eChapter 7 - 24 Team Member Roles Task specialist Dual role Nonparticipator role Socioemotional role

25. © Prentice Hall, 2004Business In Action 2eChapter 7 - 25 Five Stages of Team Development Forming Storming Norming Performing Adjourning

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

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

28. © Prentice Hall, 2004Business In Action 2eChapter 7 - 28 Dealing With Conflict Resolution –Avoidance –Confrontation –Diffusion Prevention –Clear goals –Well-defined tasks –Communication