MGMT 371 1st Edition Lecture 10 Outline of Last Lecture I. Decision and decision making definitionsa. Programmed b. NonprogrammedII. Certainty and Uncertainty definitionsa. Riskb. AmbiguityIII. Decision Making Modelsa. Classicalb. Administrativec. PoliticalIV. Managerial Decision Making ProcessV. Personal Decision FrameworkVI. Why managers make bad decisionsVII. Innovative decision makingVIII. Creative decision making processOutline of Current Lecture I. Organizational Structure definitionII. Span of controla. Tall Structureb. Flat StructureIII. Approaches to Structural Designa. Verticalb. Divisionalc. Matrixd. Team Basede. VirtualIV. CoordinationCurrent LectureChapter 9 – Organizational StructureThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.- Organizational Structure: defines how tasks are divided, resources are deployed and departments are coordinated  how you get the job doneo Set of formal tasks assigned to individuals and departmentso Formal reporting relationships Lines of authority Decision responsibility Number of hierarchal Span of controlo Design of systems ensuring effective coordination across departments- Span of control  number of employees reporting to supervisor, determines if structureis tall or flato Tall structure has more committees and levels of authority Flat structure has fewer committees  ex. Steve Jobs meets with people to see what they are doing instead of having committees- Approaches to Structural Designo Vertical: similar skills, expertise and resources used Boss, committee head, committee members, ect.   Blue circle on the pictureo Divisional: similar organizational outputso Matrix: uses functional and divisional chains of command in the same part of the organization Only in tall organizationo Team Based: horizontal teams that coordinate with customers directly  Steve Jobs and apple example Flat organizationo Virtual: major functions in separate companies brokered by small headquarters Any of the models with interaction with the internet or GPS- Coordination (coordination = collaboration)o Quality of collaboration across departmentso Vertical structure not adaptable in time of rapid changeo To keep up organizations you must create: Task forces Teams Project Management Reengineering entire organizations Structures follow