MGMT628 Final Term Subjective

Paper # 01

Q1. Two ways of determining how the organization divides work are to examine its formed structure or to examine its level of differentiation and integration. Discuss (3 marks)

Answer: Two ways of determining how an organization divides work are to examine its formal structure or to examine its level of differentiation and integration. Formal structures divide work by function (accounting, sales, or production), by product or service (Chevrolet, Buick, or Pontiac), or by some combination of both (a matrix composed of functional departments and product groupings). The second way to describe how work is divided is to specify the amount of differentiation and integration there is in a structure. Applied to the total organization, differentiation refers to the degree of similarity or difference in the design of two or more subunits or departments. In a highly differentiated organization, there are major differences in design among the departments. Some departments are highly formalized with many rules and regulations, others have few rules and regulations, and still others are moderately formal or flexible.

Q2. Some information is generated during diagnostic phase, then why should manager need more information in team development meeting? (3 marks)

Answer: Some information is already gathered before the meeting, particularly during the diagnostic phase. The usefulness of this information depends on the extent to which it can be specifically identified with the team as opposed to the total organization. The members may be given additional questionnaires to fill out, or they may be interviewed. The practitioner may hold mini-group meetings with a few members at a time or with all the members to gather information.

Q3. What are the functional units of any organization? (3 marks)

Q4. What are the six managerial tasks? (3 marks)

companywide, boss-subordinate, peer, and interdepartmental—and in terms of six managerial tasks—innovating, decision making, communicating, organizing, monitoring, and appraising/rewarding. These perceptions revealed a number of implicit norms for how tasks are performed and relationships managed at the division.

Q5. How would you distinguish the internal and external practitioner? (5 marks)

The External Practitioner:

The external practitioner is someone not previously associated with the client system. Coming from the outside, the external practitioner sees things from a different viewpoint and from a position of objectivity. Because external practitioners are invited into the organization, they have increased leverage (the degree of influence and status within the client system) and greater freedom of operation than internal practitioners. Research evidence suggests that top managers view external practitioners as having a more positive role in large-scale change programs than internal practitioners. Since external practitioners are not a part of the organization, they are less in awe of the power wielded by various organization members. Unlike internal practitioners, they do not depend upon the organization for raises, approval, or promotions. Because they usually have a very broad career base and other clients to fall back on, they tend to have a more independent attitude about risk-taking and confrontations with the client system.

The internal practitioner is already a member of the organization: a top executive, an organization member who initiates change in his or her work group, or a member of the human resources or organization development department. The internal practitioner may not have the necessary power and authority; internal practitioners are sometimes in a remote staff position and report to a mid-level manager.

Q6. Team building is important in which type of industry. Justify your answer with the example of an industry. (5 marks)

The Importance of Effective Teambuilding in the Hospitality Industry:

Experts and researchers agree that properly administered teambuilding initiatives can foster positive outcomes ranging from increased morale to improved profits. In the specific context of the hospitality industry, most studies have evaluated the ability of teambuilding exercises to impact turnover, a persistent problem that has long plagued the hospitality labor market. Again and again, research data have shown that effective teambuilding programs can dramatically increase the rate of retention among hospitality workers. However, ineffectively administered teambuilding efforts may have the opposite effect of pushing staff members so far out of their comfort zones that they become alienated and disinvested from the organization. Effective teambuilding exercises have also been shown to foster improved communication, cooperation, and solidarity among managers and staff members.

In the hospitality industry, these variables can promote a dynamic, interdependent working environment and organizational culture that can generate truly exceptional customer service. Because service quality is such a singularly important factor in determining the success level of a particular property or brand, organizations seeking to maintain a strong competitive position in the hospitality industry should explore the potential promise of teambuilding exercises.

Q7. The use of process base structure is growing rapidly in a variety of manufacturing and services companies. What features are characterized the new form of organization? (5 marks)

Although there is no one right way to design processbased structures, the following features characterize this new form of organizing.

Processes drive structure. Process-based structures are organized around the three to five key processes that define the work of the organization. Rather than products or functions, processes define the structure and are governed by a “process owner.” Each process has clear performance goals that drive task execution. Work adds value. To increase efficiency, process—based structures simplify and enrich work processes. Work is simplified by eliminating nonessential tasks and reducing layers of management, and it is enriched by combining tasks so that learns perform whole processes. Teams are fundamental. Teams are the key organizing feature in a processbased structure. They manage everything from task execution to strategic planning, are typically selfmanaging, and are responsible for goal achievement.

• Customers define performance. The primary goal of any team in a process-based structure is customer satisfaction. Defining customer expectations and designing team functions to meet those expectations command much of the team’s attention. The organization must value this orientation as the primary path to financial performance.

Teams are rewarded for performance. Appraisal systems focus on measuring team performance against customer satisfaction and other goals, and then provide real recognition for achievement. Team-based rewards are given as much, if not more, weight than is individual recognition.