Chapter 10 1. Make a list of Starbucks’ goals. Describe what type of goal each is. Then‚ describe how that stated goal might affect how the following employees do their jobs: Open 1200 new stores. Revenue growth of 10 to 13 percent. Earnings per share growth of 15 to 20 percent Develop new coffee products Stay true to its global social responsibilities a) A part-time store employee‚ a barista in Omaha A part time Barista has to contribute to keeping the quality and value of the drinks
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Introduction There is no particular definition of an organization. Different authors have defined organization in different ways. Therefore‚ organization can be define as an institute where a group of people work together to achieve certain goals and objectives. Organization has a distinct purpose and follows a particular strategy to goals or set of goals. Whereas structure is the manner‚ in which something is build. This structure defines and limits the behavior of the members of an organization
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Span of Control * Very Important Key element as it determines the number of people one manager can manage as well as the number of levels and managers an organization has. IV. Centralization and Decentralization * Centralization is more specific to upper levels making the decisions. Decentralization is geared toward the lower levels making decisions. V. Departmentalization * The basis of job grouping in which every organization has a specific way of classifying and grouping
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------------------------------------------------- Top of Form | | | | | Organizational structure is made up of key elements. Which of the following is not one of these elements? | | | | | decentralization | | co-ordination | | span of control | | centralization | | chain of command | | | | | | | | | | | | Which of the following is one of the six key elements a manager needs to consider when designing an organization’s structure? |
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controls should have been implemented. Firstly‚ there was lack of direction because the president of the company was not very regular in showing his presence. He left the firm to an untrained and unskilled accountant. Secondly‚ there was a problem in centralization of resources. Thirdly‚ there was a lack in action control. The managers didn’t know what and how to perform as there was no feedback given to them. They also lacked in Personnel controls in terms of motivation given to employees. After the takeover
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GENERAL PRINCIPLES OF MANAGEMENT Seminar By: Mithra.S Context: 1. What is Management? 2. Functions of Management a. Planning b. Organizing c. Directing d. Controlling 3. Major functional areas of Management e. Production Management f. Personnel Management g. Marketing Management h. Financial Management 4. Fayol’s 14 Principles of Management 5. Managerial Qualities and Training WHAT IS MANAGEMENT? Management is basically concerned
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personnel provide input or are actually given the discretion to make decisions‚ the more _____ there is within an organization. a. centralization b. work specialization c. departmentalization d. decentralization 2. The _____ is a structure characterized by extensive departmentalization‚ high formalization‚ a limited information network‚ and centralization. a. mechanistic model b. organic model c. adhocracy d. simple structure 3. What is a small‚ core organization that outsources
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considerable knowledge and information about what needs to be done. In a centralized organization‚ decisions made by higher management are typically communicated to lower organizational levels who are then expected to accept and move forward in a way consistent with those decisions. Centralization is keeping all of the important decision making powers within head office or the centre of the organization. The control in this kind of organization is kept in the centre. To begin with‚ a centralized structure may not be very suitable to
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address six key elements that managers need to concentrate on when redesigning an organizational structure. These building blocks of the organization are: work specialization‚ departmentalization‚ chain of command‚ span of control‚ centralization and decentralization and formalization (Robbins & Judge‚ 2007). However‚ we realize that when new forces come into an organization the results are not always easy or pleasant for those involved in the process‚ as some will not come out of the procedure
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Structure in 5 ’s: A Synthesis of the Research on Organization Design Author(s): Henry Mintzberg Source: Management Science‚ Vol. 26‚ No. 3 (Mar.‚ 1980)‚ pp. 322-341 Published by: INFORMS Stable URL: http://www.jstor.org/stable/2630506 Accessed: 22/01/2010 02:03 Your use of the JSTOR archive indicates your acceptance of JSTOR ’s Terms and Conditions of Use‚ available at http://www.jstor.org/page/info/about/policies/terms.jsp. JSTOR ’s Terms and Conditions of Use provides‚ in part‚ that unless you
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