ADMS 2400 Chapter Notes - Chapter 3: Groupon
2 May 2018
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ADMS 2400 Chapter 3 Notes – Summary
Introduction
• Recent research interviews with managers in Japan, the United Kingdom, and the United
States indicate that employees who have weathered downsizing and resulting hybrid
organizational structures consider their future career prospects diminished.
• While this may or may not be true, it shows that organizational structure does affect the
employee and thus must be carefully designed.
• The theme of this hapter is that a orgaizatio’s iteral struture otriutes to
explaining and predicting behaviour.
• That is, in addition to individual and group factors, the structure has a bearing on
employee attitudes.
• What is the basis for this argument?
• To the degree that a orgaizatio’s struture redues aiguity for eployees ad
larifies oers suh as What a I supposed to do?
• Ho a I supposed to do it?
• To ho do I report? ad To ho do I go if I hae a prole?
• It shapes their attitudes and facilitates and motivates them to higher levels of
performance.
• Exhibit 13-8 summarizes what we have discussed.
• Management—at least as we know it—is dying.
• Formal organizational structures are giving way to flatter, less bureaucratic, less formal
strutures. Ad that’s a good thig.
• Today, leaders are celebrated for triumphing over structure rather than for working well
within it.
• Innovative companies such as Apple, Google, Facebook, Twitter, and Groupon were
born and now thrive thanks not to a multilayered bureaucracy
• To an innovative idea that was creatively executed by a flexible group of people freely
collaborating.
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