FINAL EXAM BUS 220 guia key terms

FINAL EXAM BUS 220 - CHAPTER 7 - Decision Making & Creativity. Decision making the conscious process of making choices among alternatives with the intention of moving toward some desired state of affairs. Rational choice decision making the process of using pure logic and all available information about all alternatives to choose the alternative with the highest value. Flaws: Rational choice decisions often involve complex calculations of data to produce a formula that points to the best choice. Rational Choice Decision-Making Process: 1 . Identify problem or opportunity 2 . Choose the best decision process 3. Discover or develop possible choices 4. Select the choice with the highest value 5. Implement the selected choice 6. Evaluate the selected choice. Challenges of identifying issues 1 Problems/opportunities are constructed from ambiguous information, not “given” to us. 2 Influenced by cognitive and emotional biases 3 Five problem identification challenges: a) Stakeholder framing, b) Decisive leadership, c) Solution-focused problems, d) Perceptual defense, e) Mental models. Strategies to improve the process: 1 Be aware of perceptual and diagnostic limitations (biases) 2 Fight against pressure to look decisive. 3 Maintain “divine discontent” (aversion to complacency). 4 Discuss the situation with colleagues -- see different perspectives. Challenges we face in analyzing choices and strategies to assist . Guanxi. Social networks generate power through SOCIAL CAPITAL C onfirmation bias the process of screening out information that is contrary to our values and assumptions, and to more readily accept confirming information. Escalation of Commitment The tendency to repeat an apparently bad decision or allocate more resources to a failing course of action. Self-justification appear to be rational & not loose face Self-enhancement – over-confident in our decision and ability to solve any problems Prospect Theory Effect – avoid loosing! More upset about loosing than happy about gaining Sunk Costs - when stopping seems like it will cost more Describe the characteristics of creative people and the work environment that best supports their efforts. Characteristics of creative people - Above average intelligence Persistence; high need for achievement, Relevant knowledge and experience Inventive thinking style (divergent thinkers & risk takers) Low need for social approval 1 ) Independent Imagination (High openness to experience, Moderately low need for affiliation, Strong self-direction value, Strong stimulation value) 2) Cognitive and Practical Intelligence (Ability to synthesize, analyze, and apply ideas, Ability to evaluate potential usefulness of ideas) 3) Persistence (High need for achievement, Strong task motivation, Moderately high self- esteem and optimism) 4) Knowledge and Experience (Prerequisite knowledge and experience, Not locked into a fixed knowledge mindset) Process (4-stage model) creative process model 1: Preparation , investigating the problem/opp. Develop a clear understanding of what you’re trying 2 achieve through a novel solution & actively studying inf seemingly related 2 the topic. 2: Incubation , period of reflective thought. We put the problem aside but our minds still working on it in the background. Assists divergent thinking reaffirming the problem in a unique way & generating different approaches 2 the issue. Contrast with convergent thinking, involves calculating the conventionally accepted “right answer” 2 a logical problem. 3: illumination ( insight)- the experience of suddenly becoming aware of a unique idea. stage begins with a “fringe” idea before the idea fully enters our consciousness. 4: Verification , calls further creativity as the ideas evolve into finished products/services. although is labeled the final stage, it is the beginning of a long process of creative D-M Chapter 10 – Power & Influence in the Workplace power the capacity of a person, team, or org to influence others. 5 sources of power - legitimate an agreement among organizational members that people in certain roles can request certain behaviours of others . Reward person’s ability to control the allocation of rewards valued by others and to remove negative sanctions . coercive is the ability to apply punishment. expert originate mostly from an organizational position or role (Expertise can help companies cope with uncertainty in three ways: Prevention, Forecasting, Absorption). referent the capacity to influence others on the basis of an identification with and respect for the power holder. (associated with Charisma). Deference P. is the human tendency to mindlessly follow the guidance of people who are charismatic or claim to have legitimate or expert power. Countervailing power relationship, the capacity of a person, team, or org to keep a more powerful person or group in the exchange relationship. 4 contingencies of power - substitutability , value an individual possesses regarding his knowledge / expertise that is valuable for the org (monopoly over valuable inf). Also, 2 the secrecy for obtaining such knowledge that is difficult 2 obtain & the lack of other sources that can provide it. If the amount of sources increases the value of the resource decreases. (specialized knowledge). 2 strategies 2 increase . 1. Control access 2 the resource. 2. Differentiate the resources from the alternatives. (other sources of power) Centrality, power holder’s importance based on the degree & nature of interdependence with others. how many people r dependent, & how quickly & severely they r affected by that dependence (contingency also applies 2 social networks). Discretion the freedom that supervisors have 2 exercise judgment without specifically following the rules. e.g. middle managers who often have the responsibility but not the authority. Visibility keeping a high profile & using symbols of expertise & authority (credentials on the wall) The power of social networks social structures of individuals or social units that are connected to each other through one or more forms of interdependence . social capital the knowledge, opportunities, and other resources available to members of a social network, along with the mutual support, trust, reciprocity, and coordination that facilitate sharing of those resources. 8 forms of Influence tactics (scenario) Influence power in motion. Applies 1 +SOP in an attempt 2 alter another person’s beliefs, feelings, & behaviour. HARD TACTICS (legitimate, coercive, reward) = silent authority, assertiveness, inf control, coalition, upward appeal. the influencer applies extrinsic conditions, such as obligations & rewards, to control the other party’s behaviour. SOFT TACTICS (referent & expert) = persuasion, ingratiation & impression management, exchange. the person being influenced has + autonomy & control over the influence

process. Silent authority, (high power distance cultures) legitimate power when someone complies with a request because of the requester’s legitimate power as well as the role expectations of the person receiving the request. Assertiveness , (vocal authority), it involves actively applying legitimate & coercive 2 influence others. Info control influence when the power holder selectively distributes inf such that it reframes the situation & causes others 2 change their attitudes &/or behaviour. Coalition formation Group forms 2 gain + power than individuals alone. Influencing in 3ways. 1.Pools resources/power of many people 2 gain + influence than operating alone. 2.Legitimizes the issue, by creating a sense the issue deserves attention because it has broad support. 3.Power through social identity, increases confidence & motivation. Upward appeal appealing 2 a higher authority calling upon higher authority/expertise, or symbolically relying on these sources 2 support the influencer’s position. (the boss likely agrees with me on this matter; let's find out). Persuasion involves the use of facts, logical arguments, & emotional appeals 2 change another person’s beliefs & attitudes, usually 2 change their behaviour. Elements of persuasion: persuader charac, message content, communication channel, & audience charac. Inoculation Effect: A persuasive communication strategy of warning listeners that others will try to influence them. Ingratiation & impression management (softest of the soft) actively shape perceptions & attitudes that others have of us. Occurs through self-presentation.subcategory is ingratiation , is any attempt 2 increase linking by, or perceived similarity to, some targeted person. (flattering ur boss, similar views as your boss). Exchange exchange activities involve the promise of benefits or resources in exchange 4 the target person’s compliance with your request. A high degree of negotiation. (Negotiation, reciprocity, networking). Consequences of hard & soft influence tactics (SCENARIO) which r the best influence strategies? Resistance occurs when individuals/work units oppose the behaviour desired by the influencer. Compliance when people r extrinsically motivated 2 implement the influencer’s request. Involves engaging in the behaviour with no more effort than is required. Commitment (strongest outcome of influence) when people identify with the influencer’s request & r highly motivated 2 implement it even when extrinsic sources of motivation r not present. *people react + favourably to soft tactics than 2 hard tactics Organizational politics Behaviors that others perceive as self-serving tactics 4 personal gain at the expense of other people & possibly the org. ✓Employees who experience org politics have lower: job satisfaction, org commitment, org citizenship, task performance. Individual differences in org politics ✓Employees with a strong need 4 personalized power seek power for its own sake & try to acquire + power. ✓ Employees with a strong need 4 socialized power seek power as an instrument 2 accomplish organizationally beneficial objectives. ✓Individuals with dark triad personalities r more likely 2 engage. ✗Machiavellianism = lies, manipulation, exploitation, r acceptable ways 2 achieve their personal goals. ✗ Narcissism = exploiting co-workers, 4 personal aggrandizement. ✗ Psychopathy = selfish self-promoters who manipulate others & engage in antisocial, Minimizing org politics 1. Provide sufficient resources Need 2 minimize scarce resources . 2. Clarify resource allocation rules resource allocation decisions r clear & simplified . 3. Apply effective org change practices, when employees r kept informed of what is going on in the org & who r involved in org decisions r less likely to engage in org politics. 4. Purge political behavior norms & role models, the org needs 2 diagnose & alter systems & role modeling that support self-serving behavior. Chapter 11 – Conflict & Negotiation The positive and negative impact of conflict Conflict process in which 1 party perceives that its interests r being opposed or negatively affected by another party. Conflict is dysfunctional = org works best through harmonious relations. “conflict is bad” view is too simplistic. Negative consequences – Lower performance, Higher stress, dissatisfaction, and turnover, Less information sharing and coordination, Increased organizational politics, Wasted resources, Weakened team cohesion (when conflict occurs among team members) Positive consequences - Fuller debate of decision choices, Decision assumptions are questioned, Potentially generates more creative ideas, Improves responsiveness to external environment, Increases team cohesion (conflict with other teams) Better decision making: Tests logic of arguments, Questions assumptions, Generates creative thinking, More responsive to changing environment, Stronger team cohesion (when conflict occurs between the team and outside opponents) conflict’s type: task(constructive) focuses on the issue and can be constructive, people focus their discussion around the issue, showing respect 4 people involved in the disagreement. Avoids critiquing the opponent’s competence or power. Relationship(dysfunctional) focuses on the person and can be damaging, discussion focuses on the charact of participants in the dispute. Invalidate ideas indirectly by attacking the opponent, not the idea. Relies on status, assertive behaviour. Dysfunctional consequences: Triggers defense mechanisms, reduces trust: emphasizes interpersonal differences, reduces motivation 2 communicate: escalates conflict. Difference between task (constructive) A type of conflict in which people focus their discussion around the issue (i.e., the “task”) in which different viewpoints occur while showing respect for people involved in that disagreement vs. relationship conflict A type of conflict in which people focus their discussion on qualities of the people in the dispute, rather than on the qualities of the ideas presented regarding a task-related issue. 6 Structural Sources of Conflict: incompatible goals, 1 party’s goals r perceived 2 interfere with another’s goals. differentiation, diff among people's beliefs, values, & preferences. Explains cross-cultural, generational, & merger conflict. interdependence , Conflict increases with interdependence Parties r more likely 2 interfere with each other. scarce resources a person requires the same resource, & interferes with others who also need that resource. ambiguous rules , uncertainty increases the risk that 1 party will interfere with the otter’s party goals & encourages political behavior . Communication Poorly stated messages escalate conflict. Conflict causes emotive messages. - communication amplifies conflict. Emphasize superordinate goals – seek common ground. *6 Structural Approaches Management C 1. Emphasize superordinate goals ( higher-order aspirations). Increase parties’ commitment 2 superordinate goals & decrease the importance of the conflicting subordinate goals. SG r

organizations standardize behaviour through rules, procedures, formal training, and related mechanisms. Mechanistic An organizational structure with a narrow span of control and a high degree of formalization and centralization. organic An organizational structure with a wide span of control, little formalization, and decentralized decision making. Flat structure, Decentralized decision making, Low formalization, Often associated with a team-based structure. What happens as an organization gets older Basic understanding of: Simple, Functional An organizational structure in which employees are organized around specific knowledge or other resources. divisional An organizational structure in which employees are organized around geographic areas, outputs (products or services), or clients. (clients, products & services, geographic), globally integrated More so today, Geographic divisions with local representation are giving way to ____________ that provide a single global contact. team-based An organizational structure built around self-directed teams that complete an entire piece of work. network An alliance of several organizations for the purpose of creating a product or serving a client. matrix structure An organizational structure that overlays two structures (such as a geographic divisional and a product structure) in order to leverage the benefits of both. The organizational structure where employees have a multiple reporting structure is… Chapter 15 – Organizational Change Lewin’s Force Field Analysis Kurt Lewin’s model of system-wide change that helps change agents diagnose the forces that drive and restrain proposed organizational change. Reasons why people resist change: Negative outcomes, fear of the unknown, not-invented-here, breaking routines, team dynamics and organizational systems reinforce the status quo. Minimizing resistance to change Strategy / Example / When applied / Problems Communication Customer complaint letters are shown to employees. / When employees don’t feel an urgency for change, don’t know how the change will affect them, or resist change due to a fear of the unknown. / Time- consuming and potentially costly. Learning Employees learn how to work in teams as company adopts a team based structure. / When employees need to break old routines and adopt new role patterns. / Time-consuming, potentially costly, and some employees might not be able to learn the new skills. Employee involvement Company forms a task force to recommend new customer service practices. / When the change effort needs more employee commitment, some employees need to protect their self-worth, and/or employee ideas would improve decisions about the change strategy. / Very time-consuming. Might lead to conflict and poor decisions if employees’ interests are incompatible with organizational needs. Stress management Employees attend sessions to discuss their worries about the change. / When communication, training, and involvement do not sufficiently ease employee worries. / Time-consuming and potentially expensive. Some methods may not reduce stress for all employees. Negotiation Employees agree to replace strict job categories with multiskilling in return for increased job security. / When employees will clearly lose something of value from the change and would not otherwise support the new conditions. Also necessary when the company must change quickly. / May be expensive, particularly if other employees want to negotiate their support. Also tends to produce compliance but not commitment to the change. Coercion Company president tells managers to “get on board” with the change or leave. / When other strategies are ineffective and the company needs to change quickly. / Can lead to more subtle forms of resistance, as well as long-term antagonism with the change agent. Refreezing – re-freezing realigns organizational systems and team dynamics, so they support the desired changes Approaches to change: Action research A problem- focused change process that combines action orientation (changing attitudes and behaviour) and research orientation (testing theory through data collection and analysis). Appreciative Inquiry An organizational change strategy that directs the group’s attention away from its own problems and focuses participants on the group’s potential and positive elements. 5 principles Positive principle, Constructionist, Simultaneity principle, Poetic principle, Anticipatory principle. The 4 model A.I. Discovery Dreaming Designing Delivering Parallel Structure Highly participative arrangements composed of people from most levels of the organization who follow the action research model to produce meaningful organizational change. Describe 3 things that typically happen to organizations are they get bigger and older, Formalized , Taller – narrower span of control (hierarchy) , Specialized , Standardized , Decentralized , Mechanized , Bonus: What are four elements of Organizational Structure .Intuition The ability to know when a problem or opportunity exists and select the best course of action without conscious reasoning is know as 1.- BusCorp wants to introduce a new procedure for processing customer requests. If this change will require employees to break old routines and adopt new role patterns, the preferred strategy for dealing with resistance to this change is: (CH 15) d) learning. 2.- Most employees at Quokka Systems are organized into project teams. Employees report to the project leader, but they also report to a leader responsible for their functional specialization (such as engineering or marketing). Quokka Systems likely has a: (CH 13) d) matrix structure 3.- Organizational politics typically involves: (CH 10) c) attempts to influence others to promote personal objectives. 4.- Scenario planning improves decision making by

encouraging: (CH 7) e) people to think about preferred solutions to problems long before they occur. 5.- Which of the following is a major benefit of moderate conflict in organizations? (CH 11) b) Energizes people to debate issues and evaluate alternatives more thoroughly. 6.- An organizational chart mainly illustrates which type of coordinating mechanism? (CH 13) a) Formal hierarchy 7.- Claudeco Ltd expects all of its executives and supervisors to act as coaches, stewards, and facilitators for employees to help them reach their full potential. Claudeco is mainly encouraging which of the following? (CH 12) a) Servant leadership 8.- Which of the following helps to refreeze the desired change? (CH 15) e) All of these can refreeze the desired change. 9.- _______ leadership includes behaviours that define and structure work roles. (CH 12) c) Task-oriented 10.- Power is only _____ and not ______. (CH 10) c) potential; behaviour 11.- Which of the following statements about countervailing power in organizational relationships is TRUE? c) Countervailing power is the weaker party's power to maintain the stronger party's continued participation in the relationship. 12.- Many of the best-performing production plants are able to widen their span of control by: (CH 13) d) relying on self-directed work teams and other coordinating mechanisms. 13.- The trend toward flatter organizational structures (delayering) has occurred because this action: (CH 13) e) reduces overhead costs and puts decision makers closer to front-line staff and information about customer needs . 14.- Which of the following is a third-party conflict resolution strategy with high process control and high outcome control? (CH 11) b) Inquisition 15.- Freer trade, advances in information technology, and more global customers are pressuring many large global companies to: (CH 13) b) shift away from geographically-based to more client-based divisionalized structures. 16.- The diffusion of change using a pilot project is more likely to succeed when: (CH 15) d) all of these exist. 17.- Managerial leadership is most closely related to: (CH 12) b) performing daily activities. . 18.- A large computer company was well known for the frequent debate among employees regarding various issues. Employees weren't afraid to disagree with their colleagues and to clearly argue their point. Although the discussions would sometimes get loud, employees never spoke angrily at each other and the participants of the discussions would always end the meeting in friendship. This computer company has many instances of: b) task conflict 19.- An executive was trying to think of ways to increase sales of ballpoint pens among young people. While walking down a street with lots of neon signs, the executive got the idea that young people would want to buy pens with ink in bright neon colours and with pen containers that glow in the dark. This situation is an example of: (CH 7) c) divergent thinking. 20.- ABC Corp. selected employees from across the org to find new ways to serve customers. The team operated independently of the main org and experimented with new service delivery approaches. This team is most similar to: (CH 15) c) a parallel learning structure. 21.- "Walking the talk" refers to which of the following? (CH 12) d) The leader behaving in ways that symbolize the vision. 22.- Your team has been put in charge of a major project involving a client. Although the org has many clients, this is the largest source of revenue and affects the work of several other teams in the org. The project requires continuous involvement with the client, so any problems with the client are immediately felt by others in the organization. According to the model of power, your team has: (CH 10) a) a high degree of centrality. 23.- GlobalCo formed a task force consisting of eight employees from four culturally diverse countries who have not previously met. The task force must work closely together for a month to solve a troublesome customer problem. These employees have similar technical training, but they have different religious beliefs, different languages, and different standards of living. If these employees experience conflict, this conflict might be caused by: (CH 11) d) all of these factors. 24.- Escalation of commitment is more likely to occur when: (CH 7) e) all of these conditions exist. 25.- The rational choice model of decision making is impossible to apply in reality because: (CH 7) c) it assumes that people are efficient and logical information processing machines. Question 26 Chapter 15 - company 200 sales resistance to change new prog Reasons People Resist Change: Negative valence of the change: People normally resist change, the common thing is that they see it in a negative way, they anticipate scenarios such as having a greater workload, job insecurity. Breaking routines: Employees resist changes that may alter their established work routines, causing rejection. Incongruent team dynamics: They think that change can affect the dynamics of teamwork, that the change interrupts collaboration, communication or interpersonal relationships within it. Incongruent organizational systems and structures: These new changes are not aligned with existing systems, processes and organizational structures. Not-Invented-Here Syndrome: When employees think that their opinion was not taken into account to make this change. Strategies to minimize resistance: Communication: The responsible department must communicate transparently about the change, making its benefits known and responding to concerns. Ensure that employees understand and feel informed and involved. Learning: Provide training to help employees with new tasks and processes. Allowing you to improve your skills and knowledge, to reduce uncertainty and your confidence. Participation of the workers: Involve department employees in the change process, seeking their opinions, ideas and feedback. This fosters a sense of ownership and involvement, making employees more invested in success. Stress management: Offer stress management resources, such as coaching or workshops, to help employees mitigate the stress, anxiety, and emotional challenges of resistance to change for employee well-being. Negotiation: Participate in meetings with open communication with employees, where their concerns are expressed and mutually find solutions. It is important to create a collaborative environment where employees feel that their

Consider selecting a neutral facilitator or mediator representative from both business units to supervise protocol implementation and handle any arising issues as soon as possible. This method encourages openness, fairness, and a common knowledge of resource consumption, resulting in a more collaborative and conflict-free atmosphere between the two business divisions. Question 29 options: Chapter 12 - Hiring a mkt in a company 1.- Personality and Authentic Leadership: Description: Determining a candidate's leadership style requires assessing their personality. Authentic leaders act with honesty, sociability, and constancy. For example, NewTech should seek personnel whose personalities connect with the organization's ideals and who can instill trust and confidence in their teams. Application: Candidates should offer examples of how their real leadership style positively affected team dynamics and helped the organization achieve its goals. 2.- Emotional Intelligence (EI): Emotional intelligence is necessary for effective leadership, particularly in marketing, where knowing and engaging with target audiences is critical. Leaders with a high EI can effectively negotiate interpersonal connections, sympathize with team members, and control emotions. Candidates should present examples of how their emotional intelligence aided in successful marketing efforts, team cooperation, and dispute resolution. Their capacity to read and respond to emotions, both individually and collectively, demonstrates high EI. 3.- Drive and Leadership Motivation: Exceptional leaders have a strong internal drive and passion to attain their goals. Candidates should be evaluated by NewTech based on their ambition, resilience, and dedication to moving marketing efforts ahead. Motivated leaders may motivate and invigorate their teams. Application: Candidates should describe examples of how their passion and motivation lead to the effective execution of marketing strategies or the attainment of difficult goals. It is critical for them to be able to encourage teams amid both victories and disappointments. 4.- Knowledge of the Business and Strategic Thinking: Effective leadership requires a thorough grasp of the business and industry. Competent marketing executives should be able to display strategic thinking, business acumen, and the ability to integrate marketing strategies with overall corporate goals. Application: Candidates should demonstrate their industry understanding, market trends, and how they applied this information into effective marketing campaigns. A significant competence is their ability to design and implement plans that are aligned with corporate goals. By evaluating applicants based on these leadership abilities, NewTech Ltd. may discover individuals who not only have the necessary knowledge and skills, but also the human and emotional attributes required for effective marketing leadership. Question 30 Chapter 10 - Answer As a manager in a strongly unionized and highly technical work power Sources of Power and Contingency in a Unionized and Technical Work Environment: 1. Expert Power: in a Unionized and Technical Work Environment: 1. Expertise: Explanation: Expertise is a powerful source of power in a highly technological work setting. Technical abilities and expertise are frequently required for decision-making and problem-solving. A manager with extensive technical understanding earns the respect and influence of employees who rely on their skills. Application: Expert power is enhanced by demonstrating mastery in technical elements of the job, staying up to speed on industry innovations, and giving solutions based on solid technical understanding. Employees are more inclined to follow a manager who can competently lead them. 2. Referent Power: Explanation: Referent power is derived from a leader's personal attributes that make them attractive or respected. Building great relationships and rapport with employees is critical in a unionized organization. Employees develop referent power when they identify with and admire their manager. Create a healthy work culture, actively engage with employees, and demonstrate justice and empathy to increase referent power. Employees are more inclined to comply when they have a favorable opinion of their boss. Contingency of Power: Visibility: Managers should be aware of how their decisions are conveyed and perceived. Transparent communication ensures that workers understand the reasoning behind actions, especially when it comes to technical choices or modifications. A visible boss has a higher chance of favorably influencing staff. Understanding and exploiting expert and referent power, while keeping visibility in mind, enables a manager in a unionized and technological setting to effectively negotiate power relations. Relationship building, technical skill demonstration, and transparency contribute to a leadership approach that aligns with the specific challenges of this work environment. Question 31 (6 points) Chapter 7 - hiring creativity people Individual Characteristics of Creative People for Hiring: Openness to Experience: Individual Qualities of Creative Candidates for Hiring: Experience Openness: Explanation: Individuals that are creative are frequently receptive to new experiences. They are inquisitive, inventive, and open to new ideas and viewpoints. The company should search for applicants who are prepared to experiment with new ideas and techniques. Adaptability: Explanation: Creative people are flexible and flourish in changing settings. They are at ease with uncertainty and change. The company should look for applicants that are adaptable and resilient, since they are more likely to solve problems creatively. Promoting a Creative Workplace: Encourage Diverse Points of View and Collaboration: Explanation: To establish a creative work environment, The company should encourage team diversity by bringing together people with diverse backgrounds, skills, and viewpoints. Diverse teams foster innovation by providing a variety of perspectives. Fostering a collaborative atmosphere in which employees can openly exchange ideas and build on one another's

creativity also leads to a more inventive company. The Influence of These Strategies: Improved Problem- Solving Capabilities: Employees that are open and adaptable may tackle issues with creativity and resilience, which contributes to successful problem-solving.Increased Innovation: A varied and collaborative work atmosphere fosters the emergence of novel ideas, which leads to the creation of game-changing solutions and products. Positive corporate culture is created by prioritizing innovation in recruiting and creating a collaborative work environment, which attracts and retains top talent in the long run. Question 32 Chapter 13 – Describe the type of organizational structure you would prefer to work in and why. As I have past experience working in a matrix structure , this is the sort of organizational structure I would love to work in. A matrix structure combines parts of functional and divisional structures, allowing me to report to many managers in the Finance and Payroll sector, depending on the various duties for which I was responsible as payroll and timekeeping supervisor. Reasons why a matrix structure is preferable: Its adaptability and flexibility: The adaptability of matrix structure is well recognized. It enabled me to participate in a variety of activities, encouraging a dynamic work atmosphere. As a member of a matrix-structured team, I value the ability to work on a variety of tasks, utilizing my talents in multiple functional areas such as bank and accounting reconciliations, severance calculations, and accounting close. Improved communication and cooperation : Matrix arrangements promote communication and collaboration among various departments and teams, in this example the finance and HR departments. (networking) Working in such an atmosphere exposed me to cross-functional teams, which aided in my grasp of all corporate activities. I engaged in many activities and projects in a matrix structure, which helped to the growth of my skills and the learning of new activities. This matched my passion for lifelong learning and the chance to broaden my skill set beyond a particular functional area. Efficient use of resources : Because personnel are assigned to projects based on their experience, matrix designs allow for the most efficient use of resources. Because a single individual filled two positions, this portion was not ideal for me in terms of making positions more efficient. Balanced authority: Matrix systems allocate authority among managers or supervisors in charge of different departments and activities. This dual reporting method assists in balancing power, rewarding success, and preventing audit failures. This shared power streamlines decision-making and decreases the likelihood of bottlenecks. Project emphasis: The matrix structure places a high value on project success. his corresponds to my desire for working in an atmosphere where the aims and outcomes of my efforts are significant and are effectively and on time fulfilled. Working in a matrix structure, I feel I would flourish in an atmosphere that encourages cooperation, skill development, and adaptability, while also allowing me to contribute to a variety of initiatives that are relevant to my interests and expertise.