Name’s Answer to Homework 7 (35 points)

BUSA 111 Introduction to Business

Spring 2019 – 2nd 8 Weeks

Introduction to Business

Determining the Degree of Specialization within an Organization

A wide-ranging division of labor increases productivity as returns to the amount of time spent on tasks exceed when workers concentrate on a narrow range of skills contrary to when there is no specializing. There are various things that determine to what extent an organization can specialize. Traditional discussions on the division of labor puts importance on the extent of the market as a limiting factor to specialization (Becker & Murphy, n.d.). However, other considerations determine the extent or degree of specialization. These considerations include the cost incurred to coordinate specialized workers who conduct tasks that complement each other as well as the amount of knowledge and skill available in the workforce. The structure of the organization is also another determinant of how far an organization can pursue specialization. In other terms, the degree of specialization depends on how a business is broken up into categories to make it easier for the administration to understand whether they are able to control and break down their structure specially.

As mentioned, contrary to the idea of traditional economists that specialization is reliant on the extent of the market or is limited by it, specialization is influenced by other factors with more influence that the extent of the market. The cost of combing the specialized workers is one such variable. The effect of contemporary on principal-agent clashes, the complications of communication and free-riding implies that the cost of organizing a group of corresponding specialized workers increases as the number of specialists grows. Also, the productivity of specialists is dependent on the amount of knowledge they possess for a s specific task. The reliance of specialization on existing knowledge directly influences the effect of division of labor on commercial progress since progress is reliant on the growth of human capital and technologies.

Steps Involved in Delegation

The steps involved in delegation ensure that accountability is made easier to avoid conflict from an undesired outcome (Christopher, 2016). The first logical step is to prepare. Preparation entails the identification of scope and the expected result of the delegated task. This strep also allows a leader to determine the person right for the delegated work. These considerations include whose skills best match the work, who has the ability in addition to skill, who can afford the time, the person who needs an opportunity to learn from the work and so forth. The important secret of this step is issuing the job to a single person and avoiding spreading to a number of people or assigning part of the work and withholding because in the end confusion arises.

The next step is to describe and confirm the task to the chosen individual. This step requires one to be effective in their communication without a concise description of the expected result. Create a picture of what the result will be like after the task is completed. What will come out of completing the task? Also, the person responsible for the task should be aware of his or her authority in terms of decision making. The last part is to confirm understanding by requiring the person to explain what is required of them for the task or what result is expected. If they raise any queries, then this is the time to make clarifications and issue resources to aid their success.

The third step is to set the deadline. Without a deadline, the delegation will automatically be unable to meet the expected results and it will be also impossible to hold the person responsible for the task accountable. However, it is not ideal to issue the deadline or a due date. This does not mean that a leader should not have a due date in mind before delegating the task. Instead, the leader should ask the person chosen for the task by what date or time they think they will have completed the task. By giving the person the opportunity to contribute to this issue, significant ownership is created. When asking for a due date, the leader may discover that the work can be done sooner, and any obstacles the person in charge of the task perceives in the future is uncovered such as an existing assignment with higher priority for the person. If the person says they can have the work done after the deadline then a negotiation begins as the leader attempts to reprioritize task with lower priority than the delegated work. Finally, no matter the situation, a deadline must be established.

Zappos’ Corporate Culture

Zappos is an online retailer based in the United States that has had success with a customer-centric organization culture to the extent that they have wrote a book about it. In order to fit into the customer-focused archetype, they are determinedly focused to providing the best online customer experience. Zappos understands that being customer-centric entails providing the customer with a positive experience even before they place and order. Zappos is beyond a company that offers good services. Their website is one of the most relaxing and relatable online retail shops out here. Sense some use of slang, it’s the effect of the Zappos website. Their description of products is very welcoming and relatable. One instance is an ad of a jacket that says “we are ready for the coziest trend of the season. Are you?” (Zappos, n.d.). A buyer after seeing this as will automatically feel like they are being communicated to and would be like, “that is so nice of you to ask, actually I am not.” Compared to the like of Alibaba that uses technical terms such as in this case of a jacket with would go with pure Dutch wool, 100% silk or some other technical term that would leave the customer requiring extra clarification.

From looking at this website one will find out that the corporate culture is laid back and open. A genuine commitment to offering a wonderful experience is obvious. Zappos CEO Tony Hsieh sums up what Zappos is about by saying “Zappos is a customer service company that just happens to sell shoes” (Macdonald, 2019).

Zappos’ corporate culture is what you would consider wonderfully “wacky”. Their approach to customer service begins with hiring the right people before training them and an employee contribution in a culture series of their blog. Zappos has an annual book with an unedited customer reviews and testimonials from employees. Their core values are also very elaborate and include doctrines such as providing clients “wow” through service (Zappos, 2017). This approach to customer service works based on the success of Zappos. The organization is the best known for a culture that is focused on customers. There are not many companies that can be able to embrace individuality in a manner that Zappos has and it unapologetic commitment to this endeavor ensures that the culture-first attitude never changes.

References

Becker, G. S., & Murphy, K. M. (n.d.). The division of labor, coordination costs, and knowledge. The Quarterly Journal of Economics, 107(4), 1137-1160.

Christopher. (2016, September 30). Four Steps to Effective Delegation. Retrieved from https://christopherrjones.com/four-steps-to-effective-delegation/

Macdonald, S. (2019, November 4). How to Create a Customer Centric Strategy For Your Business. Retrieved from http://www.superoffice.com/blog/how-to-create-a-customer-centric-strategy/

Zappos. (2017, July 3). The Zappos Insights Blog. Retrieved from http://www.zapposinsights.com/blog

Zappos. (n.d.). Zappos.com: Shoes, Sneakers, Boots, & Clothing + FREE … Retrieved from https://www.zappos.com/