functional and product departamentalization Essay

Buchanan, A. H. (2001). Organizational Behaviour:An Introductory Text (4 ed.). (F. T. Hall, Ed.) Pearson Education.

Robbins, S. P., & Judge, T. A. (2015). Organizational behavior (16th ed.). Upper Saddle River, NJ: Prentice Hall. (Note: Refer to Chapter 3)

Kreitner, R., & Kinicki, A. (2013). Organizational behavior (10th ed.). New York, NY: McGraw-Hill/Irwin. Retrieved from

The Organizing function of management is one of the four main functions of management. Organizing within a company is very important and affects several aspects of a company’s organizational resources. In this paper, I will attempt to explain how the organizing function of management relates to the following organizational resources at The Home Depot: Technology and Knowledge. I will also discuss whether or not The Home Depot has optimized these organizational resources for effectiveness as well as efficiency.

In addition, it is essential to generate detailed divisions for merchandise progress and industrial can have an effect on the company’s administrative structure known as product evolution. Centralized management retains all major decisions with one detailed decision-making group, whereas decentralized management lets company managers to have more ‘say’ in the executive process. Next, corporations that participate in the mass production of products may not exert as

Robbins & Judge. (2013). Organizational Behavior, Fifteenth Edition, eBook Collection, Upper Saddle River, New Jersey; Published by Prentice Hall.

The above model draws form ORGANIZATIONAL BEHAVIOR, Understanding and Managing Life at Work, EIGHTH EDITION by Gary Johns and Alan Saks and has been trifurcated stage wise in relation to the game, Forbidden Island.

Kinicki, A., & Fugate, M. (2016). Organizational behavior: a practical, problem-solving approach. New York, NY: McGraw-Hill Education.

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

A new kind of challenge sets peoples’ mind thinking trying to come up with appropriate solutions and in the process, change is created. Among these challenges is disconfirmation which causes dissatisfaction in the present conditions coupled with learning anxiety which triggers a state of resistance and defensiveness because of having to discard what had been formerly accepted. This now becomes the driving force for unfreezing which is the first stage towards change and is in itself a very fundamental step.

Robbins, S. P., & Judge, T. A. (2011). Organizational Behavior (14th Edition). Boston, MA: Prentice Hall.

Over 60 years have passed since Kurt Lewin introduced his Unfreezing-Changing-Refreezing Model. His model is often considered invalid due to the specific beginning, middle, and end of his model. Today, change is continuous and fluid which critics have argued is not recognized by Lewin’s model. However, the following paragraphs will examine how Lewin’s Model is still applicable in today’s change management world.

References:Huczynski, A. A. and Buchanan, D. A. (2007) Organizational behaviour: An introductory text. 6th ed., Harlow: Financial Times Prentice Hall.

Manager’s of an organization has to use structure to help the company run efficiently. “The five types of organizational structures are functional, divisional, matrix, team-based, and virtual network” (Draft, 2013, p.316). Functional structure in an organization that is developed by grouping departments by the skills, level of knowledge, activities done daily, and the resource used. “This structure places specific departments from the bottom to the top” (Draft, 2013, p.318). For example, specific departments such as: human resources, accounting, engineering, and manufacturing are placed at the top, while there are mostly seen at the bottom in other organizations. While common functions such as; people, facilities, and other resources are combined together as a single department instead of being divided into multiple departments.

According to Kurt Lewin’s change model (1947), there are three aspects of managing organizational change: unfreezing, change intervention and refreezing. By observing the change model, all four characters are seen to go through the freezing stage when they found the first cheese station.