Building Team Skills: An Organization Chart Is A Diagram Sho

Building Team Skillsan Organization Chart Is A Diagram Showing How Emp

Building Team Skillsan organization chart is a diagram showing how employees and tasks are grouped and how the lines of communication and authority flow within an organization. The KDS Design Center works closely with two home-construction companies, Amex and Highmass. KDS’s role is to help customers select materials for their new homes and to ensure that their selections are communicated accurately to the builders. The company is also a retailer of wallpaper, blinds, and drapery. The retail department, the Amex accounts, and the Highmass accounts make up KDS’s three departments.

The company has the following positions that need to be included in an organization chart: President, Executive Vice President, Managers (2), Appointment Coordinators (2), Amex Coordinators (2), Highmass Coordinators (2), Consultants/Designers for the Amex and Highmass accounts, 5 Retail Positions, and 4 Payroll and Billing Personnel.

Draw the organization chart based on this structure and answer the following questions:

a. What type of organizational structure does your chart depict? Is it a bureaucratic, matrix, cluster, or network structure? Why?

b. How does KDS use departmentalization?

c. To what extent is authority in the company centralized or decentralized?

d. What is the span of management within KDS?

e. Which positions are line positions and which are staff? Why?

Paper For Above instruction

Introduction

An organizational chart visually represents the structure of an organization, illustrating the relationships among different roles, departments, and reporting lines. It provides clarity on how tasks are grouped, how communication flows, and how authority is distributed. In analyzing KDS Design Center’s organizational structure, it is essential to understand the specific design depicted, departmentalization practices, authority distribution, span of management, and the classification of line versus staff positions. This comprehensive analysis helps evaluate organizational efficiency, communication pathways, and management effectiveness.

Organizational Chart and Type of Structure

KDS’s organizational chart, based on the provided positions and departmental breakdowns, suggests a functional or departmentalized structure. The chart would typically place the President at the top, with the Executive Vice President directly beneath, overseeing various departments such as retail, Amex, and Highmass. Each department comprises specialized roles such as coordinators and designers, indicating that tasks are grouped based on function and client accounts. This structure aligns with a bureaucratic or functional organizational form, emphasizing departmentalization by function and client focus.

This type of structure resembles a bureaucratic or functional setup because it groups employees by their roles—retail, Amex accounts, Highmass accounts—facilitating specialization and clear lines of authority within each department. It promotes efficiency through task standardization and specific departmental responsibilities, typical qualities of bureaucratic models. However, since coordination among departments like retail and accounts is also necessary, a matrix or hybrid model could emerge depending on how flows of communication and authority are managed.

Departmentalization at KDS

KDS employs departmentalization based on function and client accounts. The retail department, along with Amex and Highmass account teams, signifies that the company organizes its workforce around specific functions and client groups. This allows specialization, concentrated expertise, and streamlined communication within each department. Departmentalization enables KDS to meet client-specific needs effectively, with dedicated coordinators and designers for each account, enhancing customer service and operational efficiency.

Furthermore, departmentalization supports functional efficiency by grouping similar activities—such as design consultation, customer communication, and billing—within appropriate departments. It also facilitates targeted resource allocation, training, and performance assessment tailored to each departmental function, ensuring that staff expertise aligns with organizational needs.

Centralization and Decentralization of Authority

The extent of centralization or decentralization in KDS likely leans towards decentralization, given the structure involving multiple coordinators, consultants, and departmental roles. Each department appears to have designated coordinators responsible for their client accounts, implying decision-making authority at the department level. This decentralization ensures quick responsiveness to customer needs, flexibility in operations, and empowerment of departmental personnel.

However, significant strategic decisions such as major procurement, pricing, or organizational policies probably remain centralized under the President or Executive Vice President. The balance of authority allows operational flexibility within departments while maintaining strategic control at the top, which is characteristic of a semi-decentralized structure.

Span of Management in KDS

The span of management refers to the number of subordinates directly supervised by a manager. In the KDS chart, managers overseeing the retail team, Amex, and Highmass accounts likely supervise a manageable number of personnel—possibly within 5 to 7 employees per manager, considering the number of positions listed. For instance, each coordinator might oversee two or more specialists, resulting in a moderate span of management that balances supervision effectiveness and operational control.

This span ensures managers can provide adequate oversight and support without being overwhelmed, promoting efficient communication, timely feedback, and effective supervision. A reasonable span aligns with contemporary organizational best practices, which often favor narrower spans to enhance control and coordination.

Line and Staff Positions in KDS

Line positions are those directly involved in the core activities producing the company’s services or products, such as coordinators and designers working directly with customers. Staff positions, on the other hand, support these core activities—such as payroll and billing personnel, administrative assistants, or HR specialists.

In KDS’s structure, the coordinators, managers, and consultants/designers represent line positions, as they directly contribute to customer service and project execution. Payroll, billing, and administrative staff are staff positions, providing essential support functions that enable the smooth operation of the core activities but do not directly generate revenue.

This distinction is crucial for defining authority, accountability, and communication pathways within the organization. Line personnel typically have authority over operations, while staff serve as advisory or support functions, often reporting to line managers.

Conclusion

The organizational structure of KDS Design Center appears aligned with a functional or departmentalized bureaucratic model, emphasizing specialization and clear reporting lines. Departmentalization by function and client account enhances operational efficiency and customer service. The company exhibits a semi-decentralized authority structure, empowering departmental managers and coordinators while maintaining strategic control at the top. The manageable span of management fosters effective supervision, and clear delineation between line and staff roles ensures smooth operations. Understanding these structural elements provides insights into KDS’s organizational efficiency, communication, and potential areas for organizational development.

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