Line departments perform tasks that reflect the organization’s primary goal and mission

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UNIVERSITY OF TECHNOLOGY, JAMAICA

SCHOOL OF BUSINESS ADMINISTRATION

MODULE NAME: INTRODUCTION TO MANAGEMENT (MAN1006)

PRINCIPLES OF MANAGEMENT (MAN1001)

UNIT 8 - Structure and Fundamentals of Organizing

Tutorial Questions

TRUE or FALSE

1.__T__ The organizing function results in the creation of an organization structure.

2. __T__ The organization structure shows not only reporting relationships but lines of authority

and

responsibility.

3. __T__ Work specialization is also referred to as division of labour.

4. __F__ The concept of division of labour was first introduced by Henri Fayol.

5.5. __T__ With the division of labour, one department may be subdivided into several sections

that

relate to that functional area.

6. __T__ Line departments perform tasks that reflect the organization’s primary goal and mission.

Short Answer Questions

7. The deployment of organizational resources to achieve strategic goals is known as

___Organizing____.

8.The framework in which the organization defines how tasks are divided, resources are

deployed, and departments are coordinated is called Organizational structure .

9.The visual representation of an organization's structure is called the

Organization chart .

10. Division of labor is also known as ___Work Specialization____.

11.The degree to which organizational tasks are subdivided into individual jobs is called

Work specialization .

12.The Chain of command is an unbroken line of authority that links all persons in

an organization and shows who reports to whom.

13.When each employee is held accountable to only one supervisor, it is called ___Unity

of command___.

1

Presentation on theme: "Fundamentals of Organizing"— Presentation transcript:

1 Fundamentals of Organizing

2 Organizing The deployment of organizational resources to achieve strategic goals. The deployment of resources is reflected in the division of labor. Formal lines of authority and mechanisms for coordinating diverse organization tasks.

3 Fundamental Concepts of Organizing
Differentiation means that the organization is composed of units that work on specialized tasks using different work methods and requiring employees with unique competencies. Integration means that the various units must be put back together so that work is coordinated.

4 Mechanistic Versus Organic Structures
High horizontal differentiation Rigid hierarchical relationships Fixed duties High formalization Formalized communication channels Centralized decision authority Low horizontal differentiation Collaboration (vertical and horizontal) Adaptable duties Low formalization Informal communication Decentralized decision authority

5 Open Vs Closed System

6 Open System Characteristics
Cycle of Events Negative Entropy (Don’t let the system break down) Feedback Kreitner’s Dynamic Homeostasis (maintaining optimal state) Differentiation Equifinality

7 Span of Management The number of employees reporting to a supervisor. Traditional view, seven or so per manager. Many organizations today, 30 or more per manager. Generally if supervisors must be closely involved with employees, span should be small.

8 Factors Determining Span of Control
Subordinates’ location Support available for the manager Amount of non-supervisory tasks The competence of both the manager and the employee. The similarity or dissimilarity of tasks being supervised. The incidence of new problems in the manager’s department. The extent of clear operating standards and rules.

9 Tall Versus Flat Structure
Tall structure has an overall narrow span of management and more levels in the hierarchy Flat structure has a wide span, is horizontally dispersed, and has fewer hierarchical levels The trend is toward larger spans of management as a way to facilitate delegation.

10 Tall vs. Flat Structure

11 Entrepreneuring & Intrapreneuring (Gifford Pinchot)

12 Organizing Process Differentiation Specialization
Delegation of Authority Integration

13 Organizational Structure

14 Organization Structure
Defined as: 1. The set of formal tasks assigned to individuals and departments. 2. Formal reporting relationships. 3. The design of systems to ensure effective coordination of employees across departments.

15 The Elements of Structure
Organization design A process in which managers develop or change their organization’s structure. Work specialization A component of organization structure that involves having each discrete step of a job done by a different individual rather than having one individual do the whole job.

16 Four Points About the Organization Chart
Visual representation Set of formal tasks Formal reporting relationships Framework for vertical control

17 Economies and Diseconomies of Work Specialization

18 Work Specialization Tasks are subdivided into individual jobs.
Employees perform only the tasks relevant to their specialized function. Jobs tend to be small, but they can be performed efficiently. There is a concern that employees may become isolated, and do only a single boring job. Many organizations are moving away from this principle.

19 Chain of Command Unbroken line of authority that links all persons in an organization. Underlying principles Unity of Command.

20 Departmentalization

21 Departmentalization Basis for grouping job positions into departments and departments into the total organization. Internal Operations Oriented Functional Network (Virtual) Output Oriented Divisional Product Geographic Customer Team (Cluster) Combinations Hybrid (different types at different places in an org.) Matrix (different types at simultaneous at the same places in an org.)

22 Departmentalization The basis on which individuals are grouped into departments
Five structural alternatives Vertical functional approach. People are grouped together in departments by common skills. Divisional approach. Grouped together based on a common product, customer or geographical region. Matrix approach. Functional and divisional chains of command are implemented. Two chains of command exists. Team-based approach. Created to accomplish specific tasks. Network approach. Small, central hub electronically connected to their other organizations that perform vital functions. Departments are independent, and can be located anywhere.

23 Functional Design Functional design means grouping managers and employees according to their areas of expertise and the resources they use to perform their jobs.

24 Functional Structure

25 Functional Design Potential Pitfalls Potential Benefits
Inadequate communication Difficulties with interunit coordination Focus on departmental rather than organizational issues and goals Potential Benefits Supports skill specialization Reduces duplication of resources & increases coordination Enhances career development & training within functional area Allows superiors and subordinates to share common expertise Promotes high-quality technical decision making

26 Product Design Product design means that all functions that contribute to a product are organized under one manager.

27 Product Design

28 Product Design Potential Benefits Potential Pitfalls
Permits fast changes in a product line Allows greater product line visibility Fosters a concern for customer demand Clearly defines responsibilities for each product line Develops managers who can think across functional lines Potential Pitfalls Not allowing efficient utilization of skills and resources Not fostering coordination of activities across product Encourages politics and conflicts in resource allocation across product lines Limits career mobility for personnel outside their own product lines

29 Geographical Design Geographical design organizes activities around location.

30 Geographical Structure for Apple Computer
CEO Steve Jobs Apple Europe Pacific France Middle East Asia Japan Australia America Canada Latin America/ Caribbean USA

31 Geographical Design Potential Benefits Potential Pitfalls
Has facilities and the equipment used for production and/or distribution all in one place, saving time and costs Able to develop expertise in solving problems unique to one location Gaining an understanding of customers’ problems and desires Getting production closer to raw materials and suppliers Potential Pitfalls Duplication of functions, to varying degrees, at each regional or individual unit location Conflict between each location's goals and the organization's goals Adds levels of management and extensive use of rules and regulations to coordinate and ensure uniformity of quality among locations

32 Matrix, Team and Network

33 Matrix Design Functional and divisional chains of command simultaneously Dual lines of authority Functional hierarchy of authority runs vertically Divisional hierarchy runs laterally Violates the unity of command concept.

34 Matrix Organization Engineering Manager Production Manager Marketing
Quality Manager 737 Project Mgr 6 112 4 2 747 Project Mgr 5 153 3 3 757 Project Mgr 8 240 6 4 767 Project Mgr 8 186 6 4

35 Matrix Design Potential Benefits Potential Pitfalls
More efficient use of resources than single hierarchy Adaptable to changing environment Development of both general and specialists management skills Expertise available to all divisions Enlarged tasks for employees. Potential Pitfalls Dual chain of command High conflict between two sides of matrix Many meetings to coordinate activities Need for human relations training Power domination by one side of matrix.

36 Team Approach Cross-functional teams consist of employees from various functional departments Interdisciplinary approach to management Permanent team = to solve ongoing problems Reengineering = radical redesign for improvements in cost, quality, service and speed.

37 Team Approach Same advantages as functional structure
Potential Benefits Same advantages as functional structure Reduced barriers among departments Quicker response time Better morale Potential Pitfalls Dual loyalties and conflict Time and resources spent on meetings Unplanned decentralization.

38 Network Approach Organization divides major functions into separate companies brokered by a small headquarters organization Especially appropriate for international operations Held together with phones, faxes, and other electronic technology.

39 Network Approach Global competitiveness Work force flexibility
Potential Benefits Global competitiveness Work force flexibility Reduced administrative overhead. Potential Pitfalls No hands-on control Loss of part of the organization severely impacts remainder of organization Employee loyalty weakened.

40 Hybrid Structure Functional Structure Product Structure President
Chief Counsel Human Resources Director Technology Vice President Financial Services Vice Pres. Product Structure Fuels Vice President Lubricants Vice President Chemicals Vice President

41 Other Forms of Departmentalization
Simple Number Time Process Virtual Organization

42 Determinants of Organizational Structure
The environment The size of the organization Technology The organization’s strategy

43 individual differences
Organization Structure Determinants and Outcomes Performance and Satisfaction Causes Strategy Size Technology Environment Structures Determines Mechanistic Organic Moderated by individual differences and cultural norms

44 Elements of Design

45 Five Elements of Design
Hierarchy Span of control Authority, Responsibility, and Accountability Centralization or Decentralization Delegation

46 Hierarchy Hierarchy is a pyramid showing relationships among levels.

47 Authority, Responsibility, and Accountability

48 Authority Formal and legitimate right of a manager to make decisions, issue orders, and to allocate resources to achieve organizationally desired outcomes. Authority is distinguished by three characteristics: Authority is vested in organizational positions, not people. Authority is accepted by subordinates. Authority flows down the vertical hierarchy.

49 Responsibility The duty to perform the task or activity an employee has been assigned. Managers need authority commensurate with responsibility.

50 Accountability Mechanism through which authority and responsibility are brought into alignment. People are subject to reporting and justifying task outcomes to those above them in the chain of command. Can be built into the organization structure.

51 Power An individual’s capacity to influence decisions.

52 Authority Versus Power: Authority

53 Types of Power Coercive power Power based on fear.
Reward power Power based on the ability to distribute something that others value. Legitimate power Power based on one’s position in the formal hierarchy. Expert power Power based on one’s expertise, special skill, or knowledge. Referent power Power based on identification with a person who has desirable resources or personal traits.

54 Line & Staff Function

55 Line Line departments perform tasks that reflect the organization's primary goal and mission Line authority means that managers have formal authority to direct and control immediate subordinates.

56 Staff Staff departments include all those who provide specialized skills in support of line departments Staff authority is generally more narrow than line authority Staff authority includes the right to advise, recommend, and counsel in the staff specialists' area of expertise.

57 Types of Organizational Authority
Line authority The position authority (given and defined by the organization) that entitles a manager to direct the work of operative employees. Staff authority Positions that have some authority (e.g., organization policy enforcement) but that are created to support, assist, and advise the holders of line authority. Functional Authority

58 Line & Staff Conflict Line Theory Bias Dilution of Authority
Lack of Accountability Staff Lack of Authority Sidelined

59 Centralization & Decentralization

60 Centralization Decision authority is located near the top of the organization.

61 Decentralization Decision authority is pushed down the chain of command to lower levels.

62 Decentralization Tends To
Make greater use of human resources Reduce burdens of top managers Cause decisions to be made close to the action Permit rapid response to changes.

63 Centralization versus Decentralization
Greater change and uncertainty in the environment are usually associated with decentralization. The amount of centralization or decentralization should fit the firm’s strategy. In times of crisis or risk of company failure, authority may be centralized at the top.

64 Factors That Influence Centralization/Decentralization
Amount of change and uncertainty Availability of competent managers Corporate culture Geographical dispersion Size of organization Efficiency of communication and control systems. Cost and risk of failure

65 DELEGATION

66 Delegation Process managers use to transfer authority.
Organization encourage managers to delegate authority to lowest possible level.

67 Factor Affecting Delegation
Love for Authority (Boss) Fear of losing position (Boss) Lack of Trust (Boss) Fear of Criticisms (Both) Low Self confidence (Subordinate) Absence of rewards (Subordinate)

68 Effective Delegation Techniques
Give thorough instructions Maintain feedback Evaluate and reward performance Effective Delegation Techniques Delegate the whole task Ensure that authority equals responsibility Select the right person

69 Effective Organizing Spotting Inflexibility Missing Opportunity
Obsolete Products Delay in decision making Reorganizing New Product technologies Consolidation New government policies Domino Effect Bringing Clarification Organization Charts Position Descriptions Understanding Importance of grapevine

70 Organizational Culture

71 Organizational Culture
A system of shared values, assumptions, beliefs, and norms that unite the members of an organization. Reflects employees’ views about “the way things are done” The culture specific to each firm affects how employees feel and act and the type of employee hired and retained by the company.

72 Characteristics of Organization Culture
It is distinctive It is based on certain Norms It promotes Stable values It leads to common behavioral aspects It shapes philosophy and rules Its strength varies

73 Layers of Organizational Culture
Cultural Symbols Shared Behaviors Cultural Values Shared Assumptions

74 Functions Performed By Organizational Culture
Employee Self-Management Sense of shared identity Facilitates commitment Stability Sense of continuity Satisfies need for predictability, security, and comfort Socialization Internalizing or taking organizational values as one’s own Implementation Support If strategy and culture reinforce each other, employees find it natural to be committed to the strategy

75 Steps in Socialization
7. Role model to sustain culture 6. Rituals, taboos, rites, and stories to reinforce culture 5. Adoption of cultural value policies Removal of Employees who deviate from culture 4. Rewards that sustain the culture 3. Training to develop capabilities consistent with culture 2. Challenging early work assignments Removal of candidates who do not “fit” culture 1. Careful selection

Which department performs those tasks that reflect the organization's primary goals and mission?

Which of the following refers to the use of organizational resources to achieve strategic goals?

Who is responsible for coordinating the activities of several departments?

What are the four ways in which departments are commonly organized?