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Basic elements of organizing
1.
Slide content created
by Joseph B. Mosca, Monmouth University. Copyright © Houghton Mifflin Company. All rights reserved. 11 Ready Notes Basic Elements of Organizing For in-class note taking, choose Handouts or Notes Pages from the print options, with three slides per page.
2.
SEYAM RAYHAN SHARKAR Copyright
© Houghton Mifflin Company. All rights reserved. 1 - 2
3.
Copyright © Houghton
Mifflin Company. All rights reserved. 11 - 3 What Is Organizing? • Deciding how best to group organizational activities and resources. • What are the building blocks of organizing? – Organization Structure: • The set of elements that can be used to configure an organization.
4.
Copyright © Houghton
Mifflin Company. All rights reserved. 11 - 4 Why Do You Have to Organize an Organization? • Because all the structural elements of the company and how those elements work together are used to manage the total organization.
5.
Copyright © Houghton
Mifflin Company. All rights reserved. 11 - 5 The Importance of Organizing • Clarifies • Divides • Provides • Establishes • Develops • Relates • Establishes authority
6.
Copyright © Houghton
Mifflin Company. All rights reserved. 11 - 6 Organizing Leads to Decision Making • Decision making is part of planning that involves selecting a course of action. • When the manager is organized activities are coordinated.
7.
Copyright © Houghton
Mifflin Company. All rights reserved. 11 - 7 Organizational Structure • The building blocks used to form an organization. • One of the manager’s jobs is to know how to put the building blocks together.
8.
Copyright © Houghton
Mifflin Company. All rights reserved. 11 - 8 Designing Jobs • What is one of the building blocks? – Job Design: • The determination of an individual’s work-related responsibilities.
9.
Copyright © Houghton
Mifflin Company. All rights reserved. 11 - 9 Overall Tasks Are Broken Down By? • Job Specialization: – The degree to which the overall task of the organization is broken down and divided into smaller component parts.
10.
Copyright © Houghton
Mifflin Company. All rights reserved. 11 - 10 The Five Alternatives to Job Specialization: Job Rotation: – Involves systematically moving employees from one job to another. Job Enlargement: – Involves increasing the total number of tasks worker performs. Job Enrichment: – Involves increasing both the number of tasks the worker does and the control the worker has over the job.
11.
Copyright © Houghton
Mifflin Company. All rights reserved. 11 - 11 Alternatives Continued Job Characteristics Approach: – Suggests that jobs should be diagnosed and improved along five core dimensions, taking into account both the work system and employee preferences. Work Teams: – Allows an entire group to design the work system it will use to perform an interrelated set of tasks.
12.
Copyright © Houghton
Mifflin Company. All rights reserved. 11 - 12 Job Characteristics Approach • This is an alternative to job specialization. See Figure 11.1, the job characteristics approach. This approach suggests that jobs should be diagnosed and improved along five core dimensions: – Skill variety – Task identity – Task significance – Autonomy – Feedback
13.
Copyright © Houghton
Mifflin Company. All rights reserved. 11 - 13 Figure 11.1: The Job Characteristics Approach
14.
Copyright © Houghton
Mifflin Company. All rights reserved. 11 - 14 Grouping Jobs: Departmentalization What is it? – The process of grouping jobs according to some logical arrangement. Functional Departmentalization: – Grouping jobs involving the same or similar activities. Product Departmentalization: – Grouping activities around products or product groups.
15.
Copyright © Houghton
Mifflin Company. All rights reserved. 11 - 15 Figure 11.2: Bases for Departmentalization:
16.
Copyright © Houghton
Mifflin Company. All rights reserved. 11 - 16 Other Forms of Departmentalization: • Some organizations group certain activities by: – Time. – Sequence.
17.
Copyright © Houghton
Mifflin Company. All rights reserved. 11 - 17 Other Considerations • Sometimes departments are called something different, such as: – Division. – Units. – Section. – Bureaus.
18.
Copyright © Houghton
Mifflin Company. All rights reserved. 11 - 18 Establishing Reporting Relationships • What needs to be clarified? – Chain of Command: • Clear and distinct lines of authority among all positions in an organization. – Span of Management: What is it? • The number of people who report to each manager.
19.
Copyright © Houghton
Mifflin Company. All rights reserved. 11 - 19 Tall Versus Flat Organizations • What is the difference? – Flat organizational structure leads to higher levels of employee morale and productivity. – Tall organizational structures usually tend to be more expensive requiring more managers.
20.
Copyright © Houghton
Mifflin Company. All rights reserved. 11 - 20 Figure 11.3: Tall Versus Flat Organizations
21.
Copyright © Houghton
Mifflin Company. All rights reserved. 11 - 21 Factors Influencing the Span of Management • Competence of supervisor and subordinates. • Dispersion of subordinates. • Extent of non-supervisory work. • Degree of required supervision. • Extent of standard procedures. • Similarity of tasks. • Frequency of new problems. • Preferences of supervision.
22.
Copyright © Houghton
Mifflin Company. All rights reserved. 11 - 22 Distributing Authority: An Important Building Block • Authority: – Power that has been legitimized by the organization. • Delegation: – The process by which managers assign a portion of their total workload to others.
23.
Copyright © Houghton
Mifflin Company. All rights reserved. 11 - 23 Figure 11.4: Steps in the Delegation Process
24.
Copyright © Houghton
Mifflin Company. All rights reserved. 11 - 24 Decentralization and Centralization What are the differences? – Decentralization: • The process of systematically delegating power and authority throughout the organization to middle- and lower-level managers. – Centralization: • The process of systematically retaining power and authority in the hands of upper-level managers.
25.
Copyright © Houghton
Mifflin Company. All rights reserved. 11 - 25 Coordinating Activities • What is coordination? – The process of linking the activities of the various departments of the organization. • Why coordinate? – Systems must be put into place to keep the activities of each department focused on organizational goal attainment.
26.
Copyright © Houghton
Mifflin Company. All rights reserved. 11 - 26 Three Major Forms of Interdependence Pooled Interdependence: – When units operate with little interaction; their output is simply pooled at the organizational level. Sequential Interdependence: – When the output of a unit comes becomes then input for another unit. Reciprocal Interdependence: – When activities flow both ways.
27.
Copyright © Houghton
Mifflin Company. All rights reserved. 11 - 27 Structural Coordination Techniques • Managerial hierarchy. • Rules and procedures. • Liaison roles. • Task force.
28.
Copyright © Houghton
Mifflin Company. All rights reserved. 11 - 28 What Is the Difference Between Line and Staff? Line Position: – A position in the direct chain of command that is responsible for the achievement of an organization’s goals. Staff Position: – A position intended to provide expertise, advise, and support for the line position.
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