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Transcript of Organizing Process a course of action, a route, a progression Structure an arrangement, a...
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Organizing
Process a course of action, a route, a progression
Structure an arrangement, a configuration, a
construction
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Organizing
The process of deploying resources to achieve strategic goals
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The process of organizing takes place within a structure reflected by the way in which the organization
Divides its labor into departments and jobs Establishes formal lines of authority Establishes mechanisms for coordinating
diverse tasks
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Organizing process leads to creation of an Organizational Structure Formal tasks assigned Formal reporting relationships Systems design for coordination across
departments
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Features of Organizational Structure
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Work Specialization
Also called division of Labor Specialists get good at a specific task Efficiency increases Employees are selected based on specific
skills Training is geared toward increased
efficiency. Based on a mechanistic organization
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Chain of Command
An unbroken line of authority Unity of Command-Everyone has only one
supervisor Scalar Principle-Everyone has at least one
boss. Everyone is included
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Authority
The formal rights of a manager to manage
Vested in the organizational position, not the person.
Provides the manager with positional power
Authority is accepted by the subordinates
Authority flow from the top, down.
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Responsibility
The duty to perform the task the employee has been assigned.
Responsibility and Authority are delegated together and make the employee accountable to superiors
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Span of Management (Control)
The number of employees reporting to a supervisor.
Size varies with the type of organization, skill of the subordinates, Geographic dispersion Managerial skill and preference
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Factors Affecting Span of Control
Job Complexity More complex jobs = more manager
Job Similarity Similar jobs = more employees per manager
Geographic Proximity of Employees Dispersed locations = more supervision
Amount of Coordination to Complete Task High coordination = more supervision
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Factors Affecting Span of Control
Employee Abilities Knowledgeable, trained staff = less supervision
Employee Empowerment Employees who are trusted and empowered to make decisions need
less supervision
Ability of Management Dispersed locations = more supervision
Hierarchy Tall hierarchy = low span of control
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Centralization
Decision making is done high in the organization
Tendency toward decentralization Greater use of employee skills Less mechanistic Relieve burden on manager to do everything Decisions made closer to the action Decisions are make quicker
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Factors influencing Decentralization
Amount of change and uncertainty in the environment Corporate strategy and culture Size and dispersion of the organization The risk of failure
The greater the risk, the higher up the decisions are made.
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Advantages and disadvantages of centralization and decentralization Centralization Decentralization
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Adv.: •Tight control •Strong leadership •Improved communication
Disadv.:•Less participation•incomplete decisions
Adv.:•Better motivate•Reducin senior managers’ burden•Benefiting the middle managers
Disadv.:•Risk of losing control•Hard to make decisions as a whole
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Matrix Organization
Two sets of bosses-functional and divisional. Violates the chain of command, e.g. two bosses, not clear line
of authority. Attempts to lower the risks of functional and divisional structures Requires employee to manage two sets of bosses.
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Network or Value Chain Management
Do what you do well, sub-contract everything else to those who do better than you.
Look for the best industry practices Management the value chain rather than the organization Advantages
Increased competitiveness Flexibility Reduced costs
Disadvantages Requires a different kind of management Need to sell the concept Less control
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Different forms of business structure The entrepreneurship structure: A
structure in which decisions are made centrally by one or two people
The bureaucratic or pyramid structure: A structure where decisions are shared throughout the organization and employees are each given a role.
The matrix structure: A structure combining people with different skills into project groups or task groups.
The independence structure:A structure emphasizing the individuals in decisions, also called ‘non-
organization’ © PhotoDisc
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Departmentalization Departmentalization: process of
dividing work activities into units within the organization
Major forms of departmentalization subdivide work by: Product Geographic Area Customer Function Process
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Product departmentalization: Organizes work units based on the goods and services offered
ProductProduct
Departmentalization
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Geographic departmentalization: units organized by geographic region within a country
For a multinational firm, units organized by regions throughout the world
Product
Departmentalization
GeographicGeographic
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Customer departmentalization: organization that offers a variety of goods and services targeted to different types of customers might structure itself based on customers served
Product
Departmentalization
Geographic
CustomerCustomer
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Functional departmentalization: work units organized according to business functions such as finance, marketing, human resources, and production
Product
Departmentalization
Geographic
Customer
FunctionalFunctional
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Process departmentalization: units organized by work processes required to complete production of goods
Product
Departmentalization
Geographic
Customer
Functional
ProcessProcess
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Delegating Work Assignments Delegation: act of assigning
activities to subordinates Span of management (span of
control): number of subordinates a manager can supervise effectively
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Delegating Work Assignments Centralization: retains decision-
making at the top of the management hierarchy
Decentralization: locates decision-making at lower levels
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Types of Organization Structures Line organization: establishes a
direct flow of authority from the chief executive to subordinates
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Line-and-staff organization: combines the direct flow of authority of a line organization with staff departments that serve, advise, and support the line departments
Types of Organization Structures
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Line manager: interacts directly with the functions of production, finance, or marketing – the functions needed to produce and market goods and services
Staff manager: provides information, advice, or technical assistance to aid line managers
Types of Organization Structures
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Types of Organization Structures Committee organization: structure
that places authority and responsibility jointly in the hands of a group of individuals rather than a single manager
Matrix, or project management, structure: links employees from different parts of the organization to work together on specific projects
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Figure 8.13 The Matrix Organization