MGM101H5 Chapter Notes - Chapter 8-9: Styles Of Chinese Martial Arts, Job Satisfaction, Stress Management
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MGM101H5 Full Course Notes
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Document Summary
It was thought that the optimal span of control was only about six subordinates. Inherent inertia: they are difficult to change, one cause of inertia in organizations is that to protect their turf and perhaps their jobs, managers often argue for the maintenance of the status quo. In tall hierarchies, there is more turf (more centres of power and influence) and thus more voices arguing against change. Designing structure: horizontal differentiation: concerned with how to divide the organization into subunits, four different types of structure: functional, multidivisional, geographic, and matrix. But problems can develop once the firm expands into different businesses or geographies: problems of coordination and control arise when different business areas are managed within the framework of a functional structure. It can prove difficult to ascertain accountability in a matrix structure: requires clear line of responsibility, this means that one side of the matrix must be given the primary role while the other is given a support role.
