38. One of the defining characteristics of a matrix organizational structure is that it: A. uses self-directed work teams rather than individuals as the basic building block of organizations. B. has a narrow span of control and high degree of formalization and centralization.
Liberty BUSI 240 Quiz 7 Answers Complete Solutions . What form of departmentalization should ABC Production eventually adopt to manage the new conditions most effectively?
Study with Quizlet and memorize flashcards containing terms like Organizational behavior takes the view that only people in management and other positions of formal authority in organizations can be leaders, Unlike the traditional view of leadership, shared leadership lacks formal authority, Transformational leaders shape a strategic vision of the future that focuses employees on a ...
Category: Management Organizational Culture set « Back 0 ♥ 0 The highest priority and first strategy required for any organizational change is to: A. alter the responsibilities of senior executives in the organization. B. introduce stress management counseling to the employees. C. train employees who do not Continue Reading
Coordination and the division of labour work closely together because the optimal level of specialisation is always limited by the feasibility of coordinating the work.
these people are responsible for coordinating a work process by encouraging employees in each work unit to share information and informally coordinate work activities. they do not have authority over people.
This is required once the division of labour has been established. There are 3 coordinating mechanisms to ensure that everyone works in concert together
this is used when the work is to complicated to try and standardise through goals or work procedures. either internal extensive training is required or people are hired who already have these extensive skills
temporary cross-functional teams - employees organised from several departments to give employees more authority and opportunity to coordinate through informal communication.
Coordination and the division of labour work closely together because the optimal level of specialisation is always limited by the feasibility of coordinating the work.
these people are responsible for coordinating a work process by encouraging employees in each work unit to share information and informally coordinate work activities. they do not have authority over people.
This is required once the division of labour has been established. There are 3 coordinating mechanisms to ensure that everyone works in concert together
this is used when the work is to complicated to try and standardise through goals or work procedures. either internal extensive training is required or people are hired who already have these extensive skills
temporary cross-functional teams - employees organised from several departments to give employees more authority and opportunity to coordinate through informal communication.