http://hwsoloutions.com/?product=mgt-521-week-4
MGT 521 Week 4,
Organizing Work
Brian Hill (2013) states, “businesses require structure to grow and be profitable. Designing an organization structure helps top management identify talent that needs to be added to the company. Planning the structure ensures there are enough human resources within the company to accomplish the goals set forth in the company’s annual plan” (para.1). More importantly, unsuccessful structured organizations will find it difficult to meet critical deadlines because there are not sufficient resources within each department to accomplish each part of a given task, or responsibility of the project was unclear. Moreover, an organizational structure determines corporate communication, executive andmanagerial hierarchy, and creating a plan for effectual growth. In this paper, weare a team of managers with Apple andwill determine if the organizational structure set forth is beneficial for company, also we will recommend any significant changes, which deter employees from accomplishing tasks and objectives.
According to Lashinsky and Burke (2011) “Simplicity is key to Apple’s organizational structure. The org chart is deceptively straightforward, with none of the dotted-line or matrixed responsibilities popular elsewhere in the corporate world. There are no committees at Apple, the concept of general management is frowned on, and only one person, the chief financial officer, has a “P&L,” or responsibility for costs and expenses that lead to profits or losses. It’s a radical example of Apple’s different course” (p. 1) By breaking the existing silos and promoting collaboration Apple has managed to respond to market demands and remain flexible despite its size. Additionally,Lashinsky and Burke (2011) states, “The result is a command-and-control structure where ideas are shared at the top and below. …For example Sony, had too many divisions to create the iPod. Apple instead has functions.” (p. 2) Collaboration among different departments and breaking down of so called silos allows Apple to stay competitive and keep its entrepreneurial spirit. The results are quick response times to demands and opportunities presented in rapid technological market. Our team suggests that organizational structure is suited for the company and should not be drastically altered.
Based on internal computer research and past statistics throughout Apple’s history, therefore it is the consensus of the team managers that the current and existing organizational structure has been successful, thus far. In order for these successes to continue to happen and for the company’s successes to continue, the structure must remain the same. In this case, we will take on a “If it isn’t broken, don’t fix it” approach. Great successes and milestones have been reached using the same structure for years.
As an overview, tasks and duties are divided using work specialization. Not every person is excellent at every aspect of business that we focus on. We make an effort to learn our employees and get to know what they work best with and under what circumstances they are the most productive and efficient. In this way, employees can concentrate in their fields of expertise. Because we are delegating tasks based on the area and level of expertise of individuals or groups, which work is also being through functional departmentalization. This way, employees are not only grouped by their levels of expertise, but also working together within that group or team to accomplish one goal or develop one aspect of a new software operating system, for example. Grouping individuals together, who have one common interest and goal, will boost morale to know that they are being trusted, as a group, to work in a group to get to the next level of development for the company. Also looking at years past displays that this has been a very successful method.
Organizing Work
Brian Hill (2013) states, “businesses require structure to grow and be profitable. Designing an organization structure helps top management identify talent that needs to be added to the company. Planning the structure ensures there are enough human resources within the company to accomplish the goals set forth in the company’s annual plan” (para.1). More importantly, unsuccessful structured organizations will find it difficult to meet critical deadlines because there are not sufficient resources within each department to accomplish each part of a given task, or responsibility of the project was unclear. Moreover, an organizational structure determines corporate communication, executive andmanagerial hierarchy, and creating a plan for effectual growth. In this paper, weare a team of managers with Apple andwill determine if the organizational structure set forth is beneficial for company, also we will recommend any significant changes, which deter employees from accomplishing tasks and objectives.
According to Lashinsky and Burke (2011) “Simplicity is key to Apple’s organizational structure. The org chart is deceptively straightforward, with none of the dotted-line or matrixed responsibilities popular elsewhere in the corporate world. There are no committees at Apple, the concept of general management is frowned on, and only one person, the chief financial officer, has a “P&L,” or responsibility for costs and expenses that lead to profits or losses. It’s a radical example of Apple’s different course” (p. 1) By breaking the existing silos and promoting collaboration Apple has managed to respond to market demands and remain flexible despite its size. Additionally,Lashinsky and Burke (2011) states, “The result is a command-and-control structure where ideas are shared at the top and below. …For example Sony, had too many divisions to create the iPod. Apple instead has functions.” (p. 2) Collaboration among different departments and breaking down of so called silos allows Apple to stay competitive and keep its entrepreneurial spirit. The results are quick response times to demands and opportunities presented in rapid technological market. Our team suggests that organizational structure is suited for the company and should not be drastically altered.
Based on internal computer research and past statistics throughout Apple’s history, therefore it is the consensus of the team managers that the current and existing organizational structure has been successful, thus far. In order for these successes to continue to happen and for the company’s successes to continue, the structure must remain the same. In this case, we will take on a “If it isn’t broken, don’t fix it” approach. Great successes and milestones have been reached using the same structure for years.
As an overview, tasks and duties are divided using work specialization. Not every person is excellent at every aspect of business that we focus on. We make an effort to learn our employees and get to know what they work best with and under what circumstances they are the most productive and efficient. In this way, employees can concentrate in their fields of expertise. Because we are delegating tasks based on the area and level of expertise of individuals or groups, which work is also being through functional departmentalization. This way, employees are not only grouped by their levels of expertise, but also working together within that group or team to accomplish one goal or develop one aspect of a new software operating system, for example. Grouping individuals together, who have one common interest and goal, will boost morale to know that they are being trusted, as a group, to work in a group to get to the next level of development for the company. Also looking at years past displays that this has been a very successful method.
PPT FILE IS ALSO ATTACHED !!!!
1.
Which of the following describes the leadership style in which a leader tends to centralize authority, dictate work methods, make unilateral decisions, and limit employee participation?
Cultural style
Autocratic style
Democratic style
Laissez-faire style
Bottom of Form
Correct :
An autocratic leader makes decisions on his or her own regarding processes and practices in an organization or team. This type of leader prefers to retain sole authority of the project or situation.
Materials
University of Iowa Studies
Top of Form
2.
The ________ style of leadership describes a leader who tends to value employee participation, including in such areas as decision making and deciding on work methods and goals.
cultural
autocratic
democratic
laissez-faire
Bottom of Form
Correct :
Leaders with a democratic style enjoy involving subordinates in important work-related activities, including decision making and deciding on work methods and goals. Democratic leaders also tend to provide feedback to coach employees.
Which of the following describes the leadership style in which a leader tends to centralize authority, dictate work methods, make unilateral decisions, and limit employee participation?
Cultural style
Autocratic style
Democratic style
Laissez-faire style
Bottom of Form
Correct :
An autocratic leader makes decisions on his or her own regarding processes and practices in an organization or team. This type of leader prefers to retain sole authority of the project or situation.
Materials
University of Iowa Studies
Top of Form
2.
The ________ style of leadership describes a leader who tends to value employee participation, including in such areas as decision making and deciding on work methods and goals.
cultural
autocratic
democratic
laissez-faire
Bottom of Form
Correct :
Leaders with a democratic style enjoy involving subordinates in important work-related activities, including decision making and deciding on work methods and goals. Democratic leaders also tend to provide feedback to coach employees.
HTTP://HWSOLOUTIONS.COM/?PRODUCT=MGT-521-WEEK-4
MGT 521 WEEK 4
No comments:
Post a Comment