Managing Engineering and Technology Study Set 1

Business

Quiz 6 :

Organizing

Quiz 6 :

Organizing

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From Question 6-4, select a particular manager and his or her group. Analyze the difficulty of the manager's job based on the criteria (subordinate training, nature of jobs supervised, etc.) provided in the text. In your opinion, does the manager's actual span of control reflect the difficulty of that position?
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The following chart describes the organization structure of company Y.
img In this organization, the difficulty of the manager's job does not have a clear cut relationship with his span of control. For example, the span of control of the VP of Human Resources is only one person, while the span of control of the VP of Operations is three people, yet the difficulty of both of these manager's jobs is about equivalent. While the VP of Operations oversees the technical work carried out by the engineers below him, the Senior Manufacturing Engineer does most of the training of the other engineers, thus the VP of Operations does not have to worry much about training personnel. On the other hand, the Assistant HR VP is quite inexperienced, thus the VP of Human Resources often has to step-in in overseeing the work of the lower level HR employees.

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You have begun a small, but growing business. What advantages and disadvantages should you consider before changing it from a sole proprietorship to a corporation?
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The advantages of keeping the business as a sole proprietorship are that the income will only be taxed twice, that the owner will be in complete control of the business, and that there are fewer laws and regulations affect sole proprietorships. The disadvantages of keeping the business as a sole proprietorship are that the owner will have full liability for any debts the business incurs, that the owner cannot go to the public to raise funds via selling equity of the business, and that if the owner dies, the business will cease to exist.

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What changes in organization structure might you expect as a result of the information revolution?
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The most probable changes in an organizational structure brought about by an information revolution would be a reduction in the levels of management in a company along with an increase in the span of control of upper level management. The information revolution would decrease the need for a multi-layered chain of command because there would be increase in the ability of the lower echelons of the company to relay information to top management. In a traditional setting, the purpose of the middle levels of the company was to process information and to inform the top levels of the company. Thus, the information revolution would result in a flatter organizational structure.

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Select four different businesses, and identify some of their "key activities" by posing Drucker's three questions.
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Describe from your experience (or reading) a temporary organization or task force formed to accomplish some specific purpose. How was it formed, organized, and ultimately disbanded?
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Under what conditions might each of the following logics of departmentation be desirable: functional, geographic, customer, product, and process?
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Distinguish between functional (specialized) staff authority and traditional line authority.
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If the development of the information-based organization continues to have the effect on management predicted by Drucker, what will be the impact on career expectations of engineers and other specialist professionals?
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According to the Woodward and Aston studies, what conditions lead to a formalized, standardized organizational environment?
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Discuss the strategy you propose to use in your personal career to assure you will remain in demand in a changing, competitive world.
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Chart an organization with which you are familiar that has at least three organizational levels, and identify the number of people reporting to each manager at each level. How do the spans of control at the lowest level compare with those at higher level(s)?
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