1.

Job specialization is the breakdown of jobs into narrow and repetitive tasks.
Adam Smith is the first person talk about it, in his famous book: The Wealth of Nations in 1776.
Job specialization has advantages on management but it has drawbacks as well.
For example:
Advantages:
-

A person who spends his or her time performing one relatively simple task becomes very
efficient at that particular task.
No waste time for moving from one job to others.
Safe time of training. An employee only need to be trained for a particular job.
It makes high degree of machinization

Disadvantages:
-

Loss of flexibility. Employees may not be able to do other job when another worker is not
present.

Monotony. Workers can get bored performing the same tasks every day. This may result they
dont have chance to get other skills, or they may feel boring with their work.

2.
Definition
Advantages

Disadvantages

Functional Departmentalization
Grouping activities by
functions performed.

Geographical Departmentalization
Grouping activities on the basis
of geography or territory

Efficiencies from putting

together similar specialties and
people with common skills,
knowledge and orientations.
Coordination within functional
area
In-depth specialization
Poor communication across
functional areas
Limited view of organizational
goals

More effective and efficient

handing of specific regional issues
that arise.
Serve needs of unique
geographic markets better.

Duplication of functions
Can feel isolated from other
organizational areas

I think Geographical Departmentalization is more suitable for Vietnamese small and medium
enterprises. Because in Vietnam a stretching country - there are many differences in different regions.
Each area has particular climate, custom, characteristics of human
3.
- Centralization is the degree to which decision making takes place at upper levels of the organization.
- Decentralization is the degree to which lower-level managers provide input or actually make decisions.

Each one has its advantages and disadvantages.

In Centralization, business owners typically develop the companys mission and vision, and set objectives
for managers and employees to follow when achieving these goals. So, small organizations typically
benefit from centralized organizational structures because owners often remain at the forefront of
business operations.
In Decentralization, a broad-based management team helps to ensure the company has knowledgeable
directors or managers to handle various types of business situations. That is why larger organizations
usually require a more decentralized structure since such companies can have several divisions or
departments.

4.
Span of control is the number of employees a manager can efficiently and effectively supervise.
Small span of control means a single manager or supervisor oversees few subordinates. This gives rise to a tall
organizational structure.

Large span of control means a single manager or supervisor oversees a large number of subordinates. This gives
rise to a flat organizational structure.

A company has 4096 employees.

a. Span is 4: there are 7 levels of management.

Span is 8: there are 5 levels of management.
b. Span is 4: there are 1365 managers
Span is 8: there are 585 managers.

c.

Option 2 is more suitable because the trend in recent years has been toward larger spans of
control, which is consistent with managers efforts to speed up decision making, increase
flexibility, get closer to customers, empower employees, and reduce costs.

5.
- Power refers to an individuals capacity to influence decisions.

- Authority is the rights inherent in a managerial position to give orders and expect the orders to be
obeyed.
- Authority is part of the larger concept of power.

There are 6 types of power:

+ Legitimate power and authority are the same. Legitimate power represents the power a leader has
as a result of his or her position in the organization. Although people in positions of authority are
also likely to have reward and coercive power, legitimate power is broader than the power to coerce
and reward.
+ Coercive power is the power a leader has to punish or control. Followers react to this power out of
fear of the negative results that might occur if they dont comply. Managers typically have some
coercive power, such as being able to suspend or demote employees or to assign them work they find
unpleasant or undesirable.

+ Reward power is the power to give positive rewards. A reward can be anything that a person values
such as money, favorable performance appraisals, promotions, interesting work assignments, friendly
colleagues, and preferred work shifts or sales territories
+ Expert power is power thats based on expertise, special skills, or knowledge. If an employee has
skills, knowledge, or expertise thats critical to a work group, that persons expert power is enhanced.

+ Finally, referent power is the power that arises because of a persons desirable resources or
personal traits. If I admire you and want to be associated with you, you can exercise power over me
because I want to please you. Referent power develops out of admiration of another and a desire to be
like that person.

Mr. Hung is the CEO of the company so employees follow his instruction Legitimate power
Ms. Hoa have lots of skills and experience, her colleagues follow her Expert power
Ms. Lan always punishs her employees, so everyone afraids of her Coercive power