Small Group Organizing 101 June 5, 2012. Small Group Organizing 101.
5 organizing (part 1)
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© 2007 Thomson/South-Western. All rights reserved.© 2007 Thomson/South-Western. All rights reserved.
PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama
Organizing for Organizing for Effectiveness Effectiveness and Efficiencyand Efficiency
ChapterChapter
77
Part 3 Organizing Challenges in the 21st CenturyPart 3 Organizing Challenges in the 21st Century
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1.1. Explain why organizing is an important managerial Explain why organizing is an important managerial function, describe the process of organizing, and function, describe the process of organizing, and outline the primary stages of the process.outline the primary stages of the process.
2.2. Discuss the concept of job design and identify the Discuss the concept of job design and identify the core job dimensions that define a job.core job dimensions that define a job.
3.3. Explain how and why the perspectives on job design Explain how and why the perspectives on job design have evolved.have evolved.
4.4. Describe the job-design approaches that came from Describe the job-design approaches that came from the classical management, behavioral management, the classical management, behavioral management, and employee/work team–centered perspectives.and employee/work team–centered perspectives.
LEARNING OBJECTIVESLEARNING OBJECTIVESWhen you have finished studying this chapter, When you have finished studying this chapter, you should be able to:you should be able to:
© 2007 Thomson/South-Western. All rights reserved. 7–3
1.1. Understand both the vertical and horizontal Understand both the vertical and horizontal associations that exist between individuals and work associations that exist between individuals and work groups within the organization.groups within the organization.
2.2. Define delegation and discuss why it is important for Define delegation and discuss why it is important for managers to delegate.managers to delegate.
3.3. Explain why managers often fail to delegate and Explain why managers often fail to delegate and suggest methods for improving delegation skills.suggest methods for improving delegation skills.
LEARNING OBJECTIVES LEARNING OBJECTIVES (cont’d)(cont’d)When you have finished studying this chapter, When you have finished studying this chapter, you should be able to:you should be able to:
© 2007 Thomson/South-Western. All rights reserved. 7–4
What is Organizing?What is Organizing?• OrganizingOrganizing
The process of determining:The process of determining:The tasks to be done.The tasks to be done.Who will do them.Who will do them.How those tasks will be How those tasks will be
managed and coordinated.managed and coordinated.
© 2007 Thomson/South-Western. All rights reserved. 7–5
Figure 7.1Figure 7.1 The Process of OrganizingThe Process of Organizing
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Job DesignJob Design• The set of tasks and activities that are grouped The set of tasks and activities that are grouped
together to define a particular job.together to define a particular job.
• Job descriptions detail the responsibilities and Job descriptions detail the responsibilities and tasks associated with a given job.tasks associated with a given job.
© 2007 Thomson/South-Western. All rights reserved. 7–7
Table 7.Table 7.1 1 Job Description of a Director of Internet CommunicationsJob Description of a Director of Internet Communications
• Develop and implement communication projects, content through completion.
• Develop editorial and graphical guidelines for communication projects.
• Monitor compliance with adherence to communication guidelines.
• Ensure that all communications are consistent in message and tone.
• Direct technical staff in other departments.• Monitor developments in
technology/communication media.• Perform related duties as assigned.
© 2007 Thomson/South-Western. All rights reserved. 7–8
Table 7.Table 7.2 2 The Core Dimensions of a JobThe Core Dimensions of a Job
Source: Adapted from J. R. Hackman, G. Oldham, R. Janson, and K. Purdy, “A New Strategy for Job Enrichment.” Copyright © 1975 by the Regents of the University of California. Reprinted from California Management Review 17 (1975): 4. By permission of The Regents.
Core Job Dimension Skill varietyTask identityTask significance
Autonomy
Feedback
Effect of Dimension
Meaningfulness of the work
Responsibility for outcomes of the work
Knowledge of results of the work activities
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Core Job DimensionsCore Job Dimensions• Skill VarietySkill Variety
The degree to which a job challenges the job holder The degree to which a job challenges the job holder to use various skills and abilities.to use various skills and abilities.
• Task IdentityTask Identity The degree to which a job requires the completion of The degree to which a job requires the completion of
an identifiable piece of work.an identifiable piece of work.• Task SignificanceTask Significance
The degree to which a job contributes to the overall The degree to which a job contributes to the overall efforts of the organization.efforts of the organization.
© 2007 Thomson/South-Western. All rights reserved. 7–10
Core Job Dimensions Core Job Dimensions (cont’d)(cont’d)
• AutonomyAutonomy The degree to which job holders have freedom, The degree to which job holders have freedom,
independence, and decision-making authority.independence, and decision-making authority.• FeedbackFeedback
The information provided to job holders regarding the The information provided to job holders regarding the effectiveness of their efforts.effectiveness of their efforts.
© 2007 Thomson/South-Western. All rights reserved. 7–11
The Evolution of Job Design TheoryThe Evolution of Job Design Theory• The production worker has now become the The production worker has now become the
knowledge worker.knowledge worker. Classical PerspectivesClassical Perspectives Behavioral Management PerspectivesBehavioral Management Perspectives Employee-Centered and Team-Centered Employee-Centered and Team-Centered
PerspectivesPerspectives
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Classical PerspectivesClassical Perspectives• Focus on efficiency.Focus on efficiency.
• Born of classical management and scientific Born of classical management and scientific management theories based on the concepts of management theories based on the concepts of division of labor and specialization.division of labor and specialization. Jobs are highly structured and rigidly defined. Jobs are highly structured and rigidly defined.
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Table 7.Table 7.33 Potential Advantages and Disadvantages of Job SpecializationPotential Advantages and Disadvantages of Job Specialization
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Behavioral PerspectivesBehavioral Perspectives• Focus on motivation, satisfaction, and Focus on motivation, satisfaction, and
productivity.productivity. Became popular during the movement toward the Became popular during the movement toward the
human relations school of thought.human relations school of thought. Led to the development of more innovative Led to the development of more innovative
approaches to job design including:approaches to job design including:Job enlargementJob enlargementJob enrichmentJob enrichmentJob rotationJob rotation
© 2007 Thomson/South-Western. All rights reserved. 7–15
Job EnlargementJob Enlargement• Programs designed to broaden job scope.Programs designed to broaden job scope.
Job scopeJob scope refers to the number of different activities required refers to the number of different activities required in a job and the frequency with which each activity is in a job and the frequency with which each activity is performed.performed.
Job enlargementJob enlargement Is to increase the tasks and responsibilities associated Is to increase the tasks and responsibilities associated
with a given job and provide greater challenge for the with a given job and provide greater challenge for the employee. employee.
Is considered as a means of enriching jobs, making jobs Is considered as a means of enriching jobs, making jobs more interesting that can lead to better productivity.more interesting that can lead to better productivity.
However, reducing job scope can sometimes have a However, reducing job scope can sometimes have a positive impact on productivity and job satisfaction.positive impact on productivity and job satisfaction.
© 2007 Thomson/South-Western. All rights reserved. 7–16
Job Depth and Job EnrichmentJob Depth and Job Enrichment• Job DepthJob Depth
Refers to the degree of control given to a job holder to Refers to the degree of control given to a job holder to perform their job.perform their job.
Closes the gap between planning, doing and controlling a Closes the gap between planning, doing and controlling a particular set of activities.particular set of activities.
Jobs that have high job depth typically rate more favorably Jobs that have high job depth typically rate more favorably on the core job dimensions than jobs with low job design.on the core job dimensions than jobs with low job design.
• Job EnrichmentJob Enrichment Adding tasks to a job that require a wider range of skillsAdding tasks to a job that require a wider range of skills It is an effective means of motivating employees and It is an effective means of motivating employees and
improving job satisfaction.improving job satisfaction.
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Job RotationJob Rotation• Assigning individuals to a variety of job Assigning individuals to a variety of job
positions.positions. Employees rotate through a number of job positions Employees rotate through a number of job positions
that are at approximately the same level and have that are at approximately the same level and have similar skill requirements.similar skill requirements.
While job rotation has proven particularly beneficial in While job rotation has proven particularly beneficial in manufacturing settings, it can also be used effectively manufacturing settings, it can also be used effectively in service organizations.in service organizations.
© 2007 Thomson/South-Western. All rights reserved. 7–18
Participatory PerspectivesParticipatory Perspectives• Focus on quality.Focus on quality.• Are not intended to replace previous methods of Are not intended to replace previous methods of
job design rather to supplement both the job design rather to supplement both the mechanistic and the behavior theories of job mechanistic and the behavior theories of job design.design.
• The most popular approaches are:The most popular approaches are: Employee-centered work redesignEmployee-centered work redesign Self-managed teamsSelf-managed teams
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Business Process ReengineeringBusiness Process Reengineering• A method of enhancing competitiveness through A method of enhancing competitiveness through
improved product and service quality and improved product and service quality and operational efficiency.operational efficiency. A process of assessing company’s operations and A process of assessing company’s operations and
rebuilding the organization system with a focus on:rebuilding the organization system with a focus on: Improving efficiency.Improving efficiency. Identifying redundancies.Identifying redundancies.Eliminating non-value added activities.Eliminating non-value added activities.Reducing waste in all possible ways.Reducing waste in all possible ways.
Execution of reengineering has proven difficult for Execution of reengineering has proven difficult for many companies.many companies.
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Employee-Centered Work RedesignEmployee-Centered Work Redesign• Links the mission of the organization with the Links the mission of the organization with the
needs of the individual by allowing employees to needs of the individual by allowing employees to design their work roles to benefit the design their work roles to benefit the organization and themselves.organization and themselves.
• Benefits of redesign include:Benefits of redesign include: Improved productivity and job satisfaction.Improved productivity and job satisfaction. Fosters a climate that supports cooperation between Fosters a climate that supports cooperation between
individuals and work groups.individuals and work groups. Consistent with quality improvement efforts.Consistent with quality improvement efforts. Helps employees achieve work/life balance.Helps employees achieve work/life balance.
© 2007 Thomson/South-Western. All rights reserved. 7–21
Self-Managed TeamsSelf-Managed Teams• Shifts the focus from the individual to the work Shifts the focus from the individual to the work
group.group. Responsibility for a substantial portion of the Responsibility for a substantial portion of the
organization’s activities is assigned to a team of organization’s activities is assigned to a team of individuals who must determine the best way to fulfill individuals who must determine the best way to fulfill those responsibilities.those responsibilities.
Self-managed teams are considered cross-functional Self-managed teams are considered cross-functional teams.teams.
© 2007 Thomson/South-Western. All rights reserved. 7–22
Organizational RelationshipsOrganizational Relationships• The working relationships that exist within an The working relationships that exist within an
organization affect how its activities are organization affect how its activities are accomplished and coordinated.accomplished and coordinated.
• These relationships are defined by:These relationships are defined by: Chain of commandChain of command Span of controlSpan of control Line and staff responsibilitiesLine and staff responsibilities DelegationDelegation
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Chain of Command and Unity of Chain of Command and Unity of CommandCommand• Chain of CommandChain of Command
The line of authority and responsibility that flows The line of authority and responsibility that flows throughout the organization.throughout the organization.
• Scalar PrincipleScalar Principle Subordinates at every level should follow the chain of Subordinates at every level should follow the chain of
command and communicate with their superior only command and communicate with their superior only through immediate or intermediate superiorthrough immediate or intermediate superior
• Unity of CommandUnity of Command A principle that each employee in the organization is A principle that each employee in the organization is
accountable to one, and only one, supervisor.accountable to one, and only one, supervisor.
© 2007 Thomson/South-Western. All rights reserved. 7–24
Span of ControlSpan of Control• The number of employees reporting to a The number of employees reporting to a
particular manager.particular manager. In theory, when tasks are very complex, span of In theory, when tasks are very complex, span of
control should be relatively narrow. This is call Narrow control should be relatively narrow. This is call Narrow / Tall Span of Control/ Tall Span of Control
In contrast, where jobs are highly standardized and In contrast, where jobs are highly standardized and routine (low complexity), a manager will not need to routine (low complexity), a manager will not need to spend as much time supporting individual spend as much time supporting individual subordinates, and the span of control may be larger. subordinates, and the span of control may be larger. This is called Wide / Flat Span of ControlThis is called Wide / Flat Span of Control
© 2007 Thomson/South-Western. All rights reserved. 7–25
Narrow / Tall Span of ControlNarrow / Tall Span of Control• Refers to few subordinates reporting to an Refers to few subordinates reporting to an
immediate superiorimmediate superior• Allows greater control and coordinationAllows greater control and coordination• Able to encourage specialization of work when Able to encourage specialization of work when
there is close monitoring and supevisionthere is close monitoring and supevision• Used in a more stable industry and economic Used in a more stable industry and economic
conditioncondition
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Wide / Flat Span of ControlWide / Flat Span of Control• Many people or subordinates report to a Many people or subordinates report to a
particular manager.particular manager.• Suitable when handling varieties of products and Suitable when handling varieties of products and
services, varied development plans and services, varied development plans and prevailing changing market demands.prevailing changing market demands.
• Advantages: cost containment, quick response Advantages: cost containment, quick response time and improved communication.time and improved communication.
© 2007 Thomson/South-Western. All rights reserved. 7–27
Line and Staff ResponsibilitiesLine and Staff Responsibilities• Line DepartmentsLine Departments
Those organizational members that are directly Those organizational members that are directly involved in delivering the products and services of the involved in delivering the products and services of the organization.organization.
• Staff DepartmentsStaff Departments Those organizational members that are not directly Those organizational members that are not directly
involved in delivering the products and services to the involved in delivering the products and services to the organization, but provide support for line personnel.organization, but provide support for line personnel.
© 2007 Thomson/South-Western. All rights reserved. 7–28
Figure 7.Figure 7.2 2 Alternative Ways to Structure an OrganizationAlternative Ways to Structure an Organization
Source:: Adapted from The Structuring of Organizations by Mintzberg, © 1991. Reprinted by permission of Prentice-Hall, Inc., Upper Saddle River, NJ.
© 2007 Thomson/South-Western. All rights reserved. 7–29
Authority and ResponsibilityAuthority and Responsibility• AuthorityAuthority
The formal right inherent in an organizational position The formal right inherent in an organizational position to make decisions. to make decisions.
• Formal authorityFormal authority Authority inherent in an organizational position.Authority inherent in an organizational position.
• Informal authorityInformal authority Ability to influence others that is based on personal Ability to influence others that is based on personal
characteristics or skills.characteristics or skills.• ResponsibilityResponsibility
The obligation to perform the duties assigned.The obligation to perform the duties assigned.
© 2007 Thomson/South-Western. All rights reserved. 7–30
Accountability and DelegationAccountability and Delegation• AccountabilityAccountability
Responsibility to the supervisor for results of Responsibility to the supervisor for results of decisions made and actions taken with delegated decisions made and actions taken with delegated authority.authority.
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Accountability and DelegationAccountability and Delegation• DelegationDelegation
The process of transforming the responsibility for a The process of transforming the responsibility for a specific activity or task to another member of the specific activity or task to another member of the organization, and…organization, and…
Empowering that individual to accomplish the task Empowering that individual to accomplish the task effectively.effectively.
© 2007 Thomson/South-Western. All rights reserved. 7–32
Table 7.4Table 7.4 Delegating Authority / Process of DelegationDelegating Authority / Process of Delegation
1. Decide which goals/tasks to delegate. Teach the department or organization mission. Find a capable person. Teach/train the person.2. Make assignments. Agree on mission, goals, tasks. Establish limits (policy). Agree on results. Establish monitors and feedback. Give information.3. Grant authority to act. Transfer right to decide. Transfer right to commit resources. Make it public. Do not interfere.
© 2007 Thomson/South-Western. All rights reserved. 7–33
Table 7.4Table 7.4 Delegating Authority / Process of Delegation (cont’d)Delegating Authority / Process of Delegation (cont’d)
1. Hold responsible/accountable. Check progress. Treat problems and challenges as teaching/learning opportunities.
5. Monitor.• Teach.• Reward.• Communicate.• Give information.• Give resources.• Remove roadblocks.
© 2007 Thomson/South-Western. All rights reserved. 7–34
Benefits of DelegationBenefits of Delegation• Leads to a more involved and empowered workforce.Leads to a more involved and empowered workforce.
• Improved response time as a result of decisions and Improved response time as a result of decisions and information not needing to be passed up and down the information not needing to be passed up and down the organization.organization.
• Leads to better decision making.Leads to better decision making.
• Provides opportunity for employee to develop analytical Provides opportunity for employee to develop analytical and problem solving skills.and problem solving skills.
• Provides managers the opportunity to accomplish more Provides managers the opportunity to accomplish more complicated, difficult, or important tasks.complicated, difficult, or important tasks.
© 2007 Thomson/South-Western. All rights reserved. 7–35
Reasons for Failing to DelegateReasons for Failing to Delegate• The “time crunch.”The “time crunch.”
• Lack of confidence in the abilities of Lack of confidence in the abilities of subordinates.subordinates.
• Managers try to avoid the potential pitfalls of Managers try to avoid the potential pitfalls of dual accountability.dual accountability.
• Managers may be insecure about their own Managers may be insecure about their own value to the organization.value to the organization.
© 2007 Thomson/South-Western. All rights reserved. 7–36
Learning to Delegate EffectivelyLearning to Delegate Effectively1.1. Match the employee to the task.Match the employee to the task.2.2. Be organized and communicate clearly.Be organized and communicate clearly.3.3. Transfer authority and accountability with the Transfer authority and accountability with the
task.task.4.4. Choose the level of delegation carefully.Choose the level of delegation carefully.
© 2007 Thomson/South-Western. All rights reserved. 7–37
Figure 7.Figure 7.3 3 Degree of DelegationDegree of Delegation
Source: Adapted from M. E. Haynes, “Delegation: There’s More to It Than Letting Someone Else Do It!” 9–15. Reprinted, by permission of publisher, from Supervisory Management, January 1980. © 1980, American Management Association, New York. All rights reserved.
© 2007 Thomson/South-Western. All rights reserved. 7–38
Implications for Leaders: Organizing Implications for Leaders: Organizing TipsTips• Identify the tasks and activities that must be completed Identify the tasks and activities that must be completed
in order for goals to be achieved.in order for goals to be achieved.
• Design jobs so that job holders will find their jobs Design jobs so that job holders will find their jobs interesting and challenging.interesting and challenging.
• Understand the potential advantages and disadvantages Understand the potential advantages and disadvantages of specialization, job enlargement, job enrichment, and of specialization, job enlargement, job enrichment, and job rotation.job rotation.
• Understand the importance of chain of command and Understand the importance of chain of command and span of control.span of control.
• All successful managers delegate authority. Learn how All successful managers delegate authority. Learn how to delegate well and hold people accountable.to delegate well and hold people accountable.