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Functional and Product Departamentalization

1. Compare functional and product departmentalization in terms of relative efficiency, production, satisfaction, flexibility, quality, competitiveness, and development. Consider particularly the possibility that one basis may be superior in achieving one aspect of effectiveness, yet inferior in achieving another. Functional departmentalization has organizational and production efficiency and product departments should have overall higher satisfaction and adaptability within its department.

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Departmentalization “Process in which an organization is structurally divided by combining Jobs in departments according to some shared characteristic or asis” (Gibson, Ivancevich & Konopaske, 2011, p. 401). Functional departmentalization organizes employees based on function or skill. Some examples of there are employees involved in making the company’s products work in the manufacturing department and employees involved in designing new products work in the research and development department.

All these different departments vary from company to company but are always designed in a way that employees work with others who have the same or similar skills or functions. Product departmentalization “This form of organization allows personnel to develop total xpertise in researching, manufacturing, and distributing a product line. Concentrating authority, responsibility, and accountability in a specific product department allows top management to coordinate actions” (Gibson, Ivancevich & Konopaske, 2011, p. 403).

Product departmentalization organizes employees based on product lines or set of services they work with. Each product line has a department of its own, and each department has specialists in all of the functions needed to produce and sell that product such as marketing, manufacturing, accounting, and human resources. The department in this type of company operate autonomously rom each other, for example the salespeople can talk to the design and manufacturing specialists in their own department to address customer satisfaction issues rather than having to go outside the department.

Gibson, J. , Ivancevich, J. , & Konopaske, R. (2011). Organizations: Behavior, structure, processes, fourteenth edition. (14 ed. ). New York, NY: The McGraw-Hill Companies, Gary, J. , & Alan, M Saks, R. (2010). Organizational Behavior, Understanding and Managing Life at Work, seventh edition.

2. Describe the relationships among the steps of the change model depicted in this hapter and the process of unfreezing-movement-refreezing. Which steps of the model are related to which elements of the relearning process?

The model consist of specific steps generally acknowledge to be essential to successful change management. A manager considers each of them, either explicit of implicitly, to undertake a change program. The model indicates that torces tor change continually act on the organization, this assumption reflects the dynamic character of the modern world. Unfreezing old learning requires people who want to learn new ways to think and act. Unfreezing deals directly with resistance to change” (Gibson, Ivancevich & Konopaske, 2011, p. 489).

Unfreezing old Learning requires people who want to learn now ways to think and act. Movement To new Learning requires training, demonstration and empowerment (Gibson, Ivancevich & Konopaske, 2011, p. 489). Refreezing the learned behavior occurs through the application of reinforcement and feedback. When people receive encouragement, rewards, supportive information, or acclaim for doing something, theyre more likely to do the same thing in a similar situation” (Gibson, Ivancevich & Konopaske, 2011, p. 90). processes, fourteenth edition. 14 Ed. ). New York, NY: The McGraw-Hill Companies, 3. Choose one topic in the two assigned chapters that appeals to you as something that is practical and can be applied in the workplace. Briefly explain it and describe how you would use it. Be sure to cite appropriate sources for support. One of the topics the caught my attention was the organizational change. Organizational changes involves applying powerful behavior science knowledge by a change agent to bring about performance improvement (Gibson, Ivancevich & Konopaske, 2011, p. 512).

Change is important for any organization because, without change, businesses would likely lose their competitive edge and fail to meet the needs of loyal customers. The greatest importance of change management is that it provides conceptual scaffolding for people, the process, and the organization implementing change. It’s a framework used to support and understand the change and its effect on the organization and its people. Robert H. Kent, Installing Change: an executive guide for implementing and maintaining organizational change, Second edition (2nd Ed).


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