Book review

Book review Business studies

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Course
Business studies

Institution
12th Grade

Human resource management is very important in ever organization whether big or small. There is need to understand how these resources will be organized in the organization. this document talks about it and gives clear explanations using case studies, chapter reviews and tests

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Uploaded on March 27, 2023
Number of pages 68
Written in 2022/2023
Type Book review
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Institution Secondary school
Education 12th Grade
Course Business studies
School year 3

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Summary of notes in Business studies

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1. Book review - Business studies unit 1
2. Book review - Book review business studies
3. Book review - Book review business studies
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UNIT3
Organizing
Chapter 7: Organization Structures and Design

Chapter 8: Human Resource Management

The lessimportant you are onthe table of
organization,the moreyoull be missed if you
dont show upfor work.
Bill Vaughn, American writer and editor

,v

7 ORGANIZATION
AND DESIGN
STRUCTURES

1. Describeorganizingasamanagement 4. Describeorganizationaldesignschanging

function. the workplace.

2.Understand, describe, and sketch the 5.Explain the alternative approaches to

traditional organization structures. job design.

3.Understand the newer types of

organization structures.

LEARNING FROM OTHERS
STRUCTURE SUPPORTING STRATEGY

Edward Jones is an investment firm that does not operate like other

investment firms. Rather than develop large offices with many

employees, Edward Jones has opened up many smaller offices,
each staffed with one investment representative, a licensed bro-

ker, and one branch office administrator. Edward Joness core stra-

tegic belief is that face-to-face interaction with clients is the best

way to build their business; something best done at small, highly
personal, focused centres. While some branches may have addi-

tional brokers and office staff, depending on the level of business,

Edward Jones believes that the one-broker-per office model allows
clients the opportunity to choose their broker and then to deal only

with that broker.

With a strong core surrounded by largely independent satellite

units, the Edward Jones structure is unique. Noted organizational
theorist Peter Drucker described this company as a confederation of

, highly autonomous entrepreneurial units bound together by a Edward Joness way of organizing also seems to be working for its
highly centralized core of values and services. And the approach clients. Edward Jones was ranked Highest in Investor Satisfaction

is working. In the 1980s, it was a small regional firm only in the with Full Service Brokerage Firms by J.D. Power and Associates. It

United States. Today, Edward Jones has over 10,000 offices in is easy to see that Edward Jones has found both an inventive and a

the United States, Canada, and the United Kingdom. successful way to organize.1

The success of Edward Jones is classic managementtackling opportunities and handling growth without compromising principles. It

isnt easy to stay on course while expanding into new territories. But with the right organizational structure, firms such as Edward Jones

can only get better as they get bigger.

LEARNING ABOUT YOURSELF
EMPOWERMENT
EMPOWERMENT QUICK TEST

It takes a lot of trust to be comfortable with empowermentletting In a team situation, which square best

describes your beliefs and behaviours?
others make decisions and exercise discretion in their work. But if

you arent willing and able to empower others, you maytry to do too

much on your own and end up accomplishing too little.
Its faster to do things

How often are you stressed out by group projects at school, feeling myself than explain how

to do them to others
like youre doing all the work? Do you seem to be always rushing

while your peers have time for coffee and chats? If so, perhaps you Some things are

have a problem letting go, or being willing to let others do their just too important

share of the work. not to do yourself ? People make

mistakes, but they

also learn from them
If the above description fits you, your assumptions probably align

with those in the upper left box in the Empowerment Quick Test. Many people are ready to

Alternatively, you could be in the lower right box and perhaps take on more work, but

are too shy to volunteer
find that you work smarter and better while making others

happier, too.

The beauty of organizations is synergybringing together the Many of us suffer from control anxiety. We dont empower others

contributions of many people to achieve something that is much because we fear losing control. Being unwilling to let go, we try

greater than what any individual can accomplish alone. Empower- to do too much and end up running the risk of missed deadlines and
ment gives synergy a chance. It means joining with others to get even poor performance. This behaviour denies others opportunities

things done, allowing and helping them to do even things that you to contribute. We end up losing the benefits of their talents and

might be very good at doing yourself. often alienating them in the process.

GET TO KNOW YOURSELF BETTER

Are you someone who easily and comfortably empowers others? Or do you suffer from control anxiety and lack

the willingness to delegate? The next time you are in a study or work group, be a self-observer. Write a short nar-

rative that would accurately describe your behaviour to someone who wasnt present. Compare that narrative with

where you stand on the Empowerment Quick Test.

, 202 CHAPTER 7ORGANIZATION STRUCTURES AND DESIGN

Management scholar and consultant Henry Mintzberg points out that, as orga-

nizations change rapidly in todays world, people within them are struggling to find their

places.2 One of his points is that people need to understand how their organizations work if

they are to work well within them. Mintzberg notes some common questions: What parts

connect to one another? How should processes and people come together? Whose ideas
have to flow where? These and related questions raise critical issues about organization struc-
tures and how well they meet an organizations performance needs.

Organizing as a Management Function
Organizing arranges people Organizing is the process of arranging people and other resources to work together to accom-
and resources to work toward plish a goal. As one of the basic functions of management, it involves creating a division of

a goal.
labour and then coordinating results to achieve a common purpose.

Figure 7.1 shows the central role that organizing plays in the management process. Once

plans are created, the managers task is to see to it that they are carried out. Given a clear mis-

sion, core values, objectives, and strategy, organizing begins the process of implementation by

clarifying jobs and working relationships. It identifies who is to do what, who is in charge of

whom, and how different people and parts of the organization relate to and work with one
another. All of this, of course, can be done in different ways.The strategic leadership challenge
is to choose the best organizational form to fit the strategy and other situational demands.

Organizing

to create structures

Divide up the work

Arrange resources

Coordinate activities

Planning Controlling

to set the direction to ensure results

Leading

to inspire effort

Figure 7.1 How organizing relates to other management functions.

WHAT IS ORGANIZATION STRUCTURE?
The way in which the various parts of an organization are formally arranged is usually

Organization structure is a referred to as the organization structure. It is the system of tasks, workflows, reporting
system of tasks, reporting rela- relationships, and communication channels that link together the work of diverse indivi-
tionships, and communication
duals and groups. Any structure should both allocate tasks through a division of labour and
linkages.
provide for the coordination of performance results. A structure that does both of these

things well is an important asset, helping to implement an organizations strategy.3 Unfor-
tunately, it is easier to talk about good structures than it is to actually create them. This is
why you often read and hear about organizations changing their structures in an attempt to

improve performance.

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