MOO fasilitation

• Bedrijfseconomie
• WO
• Studiejaar 2

What role does organizational culture play In shaping the structure and control systems, and how does it affect employee behavior and motivation?

what is controlling and organizing and how do they differ?

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Why is it important for
managers to involve subordinates in these processes?

what are the factors that effect organizational structure?

flexible structure

Formal structure

accountancy firm

biotechnical company

big retail store

complicated technology

routinely technology

highly skilled workforce and great number of employees who work together

less skilled workforce

Skill Variety: Low – mostly answering calls and resolving complaints.

Task Identity: Low – often only handles part of the customer journey.

Task Significance: Medium – helps customers, but not always clear how it impacts the company.

Autonomy: Low – follows scripts and procedures.

Feedback: High – regular performance reviews and customer feedback.

Skill Variety: Allow them to resolve issues across multiple channels (email, chat, phone).

Task Identity: Assign a team to handle customer cases from start to finish.

Task Significance: Share data on how customer satisfaction boosts sales and retention.

Autonomy: Let them make more independent decisions for low-risk customer requests.

Feedback: Incorporate more peer and team feedback in addition to customer feedback.

What kind of relationship is there between
organizational culture and the managerial tasks of organizing and controlling?

centralized

decentralized

Decision making speed and flexibility

Decision making speed and flexibility

Centralized Authority: In highly centralized organizations, decision-making tends to be slow as most decisions need approval from top management. This can lead to bottlenecks and slow responses to market changes or internal needs. However, it ensures consistent and unified decisions.

Decentralized Authority: In decentralized organizations, authority is distributed more widely, allowing decisions to be made closer to the operational level. This can speed up decision-making and improve responsiveness to local conditions or customer needs.

Innovation and creativity

Innovation and creativity

Centralized: Organizations with centralized authority may stifle innovation, as employees might feel less empowered to propose new ideas or take risks.

Decentralized: A more distributed authority encourages innovation and creativity, as employees at different levels have more autonomy to experiment and suggest improvements.

accountability and control 

accountability and control 

Centralized: In organizations with centralized authority, accountability tends to be clearer because top leaders are responsible for major decisions. However, it can create a culture of blame-shifting if things go wrong at lower levels.

Decentralized: Decentralized structures can promote accountability at every level, as managers and teams closer to the ground are responsible for their decisions. This fosters a sense of ownership but may make it harder to maintain uniform control over the entire organization.

Employee Motivation and Engagement

Employee Motivation and Engagement

Centralized: When authority is concentrated at the top, employees may feel less engaged or empowered, as their input and initiative may not be as valued. This can negatively affect morale and reduce job satisfaction.

Decentralized: A decentralized authority structure can enhance employee motivation, as individuals feel they have a stake in decision-making. This can lead to higher engagement, better performance, and more innovative contributions.

Customer orientation 

Customer orientation 

Centralized: In industries that require a high level of customer focus, a centralized authority can lead to slower responses to customer feedback or changing needs.

Decentralized: Distributed authority can enhance customer focus, as local managers or employees have the autonomy to respond more quickly to customer needs and make adjustments in real time.

An organizational structure in which each kind of customer is served by a self-contained division, is ........

1. A product structure
2. A market structure
3. A functional structure
4. A product team structure

A staff manager is in the direct chain of command and has formal authority over people and recourses

1. True
2. False

Job enrichment contains......

1. empowering workers to do their jobs as usual
2. encouraging workers to develop new skills
3. forcing workers to do their job as demanded by management
4. closely monitoring worker's performance

This is an example of.......

1. A matrix structure
2. A product team structure
3. A global product structure
4. A market structure

chapter 11

What are the 4 steps to organizational control?

what is output control

How does behaviour control work?

Discuss with a partner the advantages/disadvantages of behaviour control

What are the 4 steps to managing organizational change? (in the right order)

- assessing the need for change

- deciding what changes to make 

- implementing the change

- evaluating the results of change

- assessing the need for change

- deciding what changes to make 

- implementing the change

- evaluating the results of change

current control entails......

1. control that allows managers to anticipate problems before they arise
2. control that gives managers immediate feedback on how efficiently inputs are being transformed into outputs so managers can correct problems as they arise
3. control that gives managers information about customers' reactions to goods and services so corrective actions can be taken if necessary
4. control of employees over their own job

Which of the following is NOT a financial measure of performance?

1. employee turnover
2. operating margin
3. inventory turnover
4. quick ration

chapter 11 is all about organizational control. which statement is correct?

1. behaviors are generally easier to measure and control than other outputs because they are more tangible and objective
2. in a highly programmed work environment, it is more challenging for managers to control outputs or behavior
3. control systems give managers specific feedback on how well the organization and its members are performing
4. a control system must to be strict and ideally have no room for interpretations in order to be effective

chapter 11 not only discussed organizational control but also introduced the topic of organizational change. To achieve compliance with a new industry standard, a company in which goals are set for each year with incremental organizational changes focusing on one area of the new standard. this is an example of which category of change?

1. cultural change
2. evolutionary change
3. revolutionary change
4. structural change

chapter 11 not only discussed organizational control but also introduced the topic of organizational change. To achieve compliance with a new industry standard, a company in which goals are set for each year with incremental organizational changes focusing on one area of the new standard. this is an example of which category of change?

1. cultural change
2. evolutionary change
3. revolutionary change
4. structural change

What role does organizational culture play In shaping the structure and control systems, and how does it affect employee behavior and motivation?