Principles of Management Ch 9

the collection of activities that transform inputs into outputs that customers value

allows work done by highly qualified specialists lowers costs by reducing duplication makes communication and coordination easier

cross-department coordination can be difficult may lead to slower decision making

allows people to specialize in one area of expertise makes it easier to assess performance makes decision making faster

duplication coordination across different product departments

focuses organization on customer needs allows companies to specialize products and services to customer needs

duplication of resources workers might please customers but hurt business

helps companies respond to different markets reduces costs by locating unique resources closer to customers

duplication of resources difficult to coordinate departments

allows companies to efficiently manage large, complex tasks gives much more diverse set of expertise and experience

requires a high level of duplication confusion and conflict between project bosses requires much more management skill

the vertical line of authority that clarifies who reports to whom throughout the organization

workers should report to just one boss

the right to command immediate subordinates in the chain of command

the right to advise but not command others who are not subordinates in the chain of command

an activity that contributes directly to creating or selling the company’s products

does not contribute directly to creating or selling the company’s products, but instead supports line activities

Most authority is at the upper levels of the organization.

Delegate authority to lower levels

Solve problems by consistently apply the same rules, procedures and processes Nice to have for centralization

Develops employee capabilities Faster decision making More satisfied employees and customers Better employee performance

Periodically move employees from one specialized job to another

Employees are given several tasks to perform

Employees are given several tasks and the authority to make decisions

motivation that comes from the job itself rather than from outside rewards such as a raise or praise from the boss. If workers feel that per

the number of different activities performed in a job

the degree to which a job, from beginning to end, requires completion of a whole and identifiable piece of work

the degree to which a job is perceived to have a substantial impact on others inside or outside the organization

the degree to which a job gives workers the discretion, freedom, and independence to decide how and when to accomplish the work

is the amount of information the job provides to workers about their work performance

increases skill variety and task identity by joining separate, specialized tasks into larger work modules

arrange tasks according to logical or meaningful groups

giving employees direct contact with customers

push some managerial authority down to workers

Find additional ways to give employees direct, frequent feedback about their job performance

The collection of activities that take place within an organization to transform inputs into outputs that customers value.

the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of

A collection of activities that occur among companies to transform inputs into outputs that customers value

reduced costs

loss of control noncore activities that are outsourced may become source of advantage suppliers to whom work is outsourced can become comp

part of a network in which many companies share skills, costs, capabilities, markets, and customers with each other.

shared costs fast and flexible

difficult to control quality of work done by partners requires tremendous managerial skills