The document discusses the concepts of organizing, including defining organizing as the process of arranging work, authority, and resources to achieve organizational goals. It covers principles of organization like unity of command and span of control, and different types of organizational structures such as functional, divisional, and matrix structures. The document also examines concepts related to organizing like responsibility, authority, and centralization versus decentralization.
An organization is a group of individuals working together toward common goals. As an organization increases in size, the need for a well-defined structure also increases. Organizing involves deciding how to best group activities and resources, while organizational structure refers to the patterns and groups of jobs. There are various elements that make up organizational structure, including division of labor, chain of command, and span of control. Managers make design decisions around how to divide tasks, group jobs, set reporting relationships, and distribute authority.
Organizational Structure : Types and ClassificationSanchit
This document discusses different types of organizational structures. It begins by defining an organization and organizational structure. There are two main types of traditional structures discussed: line structure and functional structure. Line structure is the simplest with a clear chain of command, while functional structure groups employees by skills. Another traditional structure is the line and staff structure, which combines operational and support roles. Modern structures discussed are project structure, where experts from different functions work temporarily on a project, and matrix structure, which combines functional and project approaches simultaneously. The document provides details on the characteristics, advantages, and disadvantages of each structure type.
Planning is defined as a process that involves setting organizational goals, establishing strategies to achieve those goals, and developing plans of action to accomplish the goals. It provides the foundation for other management functions and is goal-oriented, continuous, and flexible. Planning is a primary managerial function found at all levels and departments of an organization, as it involves choosing future courses of action from among alternatives while considering goals, deadlines, opportunities, threats, and progress.
The document provides an overview of the nature of organizations and management. It discusses key topics such as:
1. What constitutes an organization and the formal and informal structures within organizations. It also outlines principles of organization like division of labor, unity of command, and span of control.
2. The different forms an organization can take such as private, public, or cooperative enterprises.
3. Core concepts in management like the definition of management, goals of management in increasing productivity and effectiveness, and the key functions of planning, organizing, staffing, leading, and controlling.
4. Additional management topics like types of managers based on hierarchy and function, necessary managerial skills, and roles and responsibilities of managers
The document discusses four types of plans: contingency plans, which are made when unexpected changes are needed; operational plans, which describe day-to-day operations and can be single-use or ongoing; strategic plans, which provide a long-term vision for the organization; and tactical plans, which outline the specific actions needed to achieve strategic goals on a shorter timescale. It also includes a quiz to test understanding of the different types of plans.
This document discusses the nature and types of organizations. It defines an organization as a collection of people who work together to achieve common goals. An organization can be formal, with well-defined roles and hierarchies, or informal, consisting of interpersonal relationships. The key principles of organizations discussed are division of labor, unity of command, authority and responsibility, and span of control. The document also examines public sector, private sector, and non-governmental organizations, as well as different organizational structures like flat, functional, divisional, and matrix structures.
Roles, responsibilities and functions of a managerIsha Joshi
A manager is responsible for planning, directing, and motivating employees to progress an organization. Key functions of a manager include supervising employees, monitoring work, and taking corrective actions. Managers fulfill informational, interpersonal, and decisional roles. Informational roles involve processing information as a monitor, disseminator, and spokesperson. Interpersonal roles provide leadership, communication, and inspiration. Decisional roles use information to handle disturbances, allocate resources, make entrepreneurial changes, and negotiate on behalf of the organization.
This document provides an overview of management principles and practices. It defines management and discusses how management involves tactfully managing men, technology, teams, competencies, objectives, and resources. The document also examines different definitions of management and describes management as involving functions like planning, organizing, leading, and controlling. It discusses management levels from top to middle to frontline supervision. Additionally, the document covers topics like leadership styles, Mintzberg's managerial roles, and the Blake and Mouton leadership grid model.
Directing and coordinating are important management functions. Directing involves guiding subordinates towards organizational goals through communication, leadership, and motivation. It is an ongoing process performed by all managers. Coordinating links together interdependent departments by establishing relationships between their activities to ensure they collectively work towards common goals. Both directing and coordinating are essential to achieving unity of action and integrating employee efforts across an organization.
Planning is the process of setting organizational goals, strategies, and plans of action to achieve those goals. It provides direction, reduces uncertainty, and minimizes waste. Plans can vary in comprehensiveness, time frame, specificity, and frequency of use. Strategic plans apply to the entire organization while operational plans apply to specific units. Planning occurs at all management levels but plans must be related and directed toward the same goals. Forecasting, contingency planning, scenario planning, benchmarking, and participatory planning are important planning techniques. Decision making involves identifying problems, criteria, alternatives, analyzing alternatives, selecting an alternative, implementing it, and evaluating the outcome. Decisions can be structured or unstructured and made under conditions of certainty or
Planning is deciding in advance what actions need to be taken to achieve organizational goals. It involves setting objectives and determining alternative courses of action. Planning reduces uncertainty, utilizes resources effectively, and increases organizational effectiveness. The key steps in planning are establishing objectives and planning premises, identifying alternative courses of action, evaluating alternatives, selecting a course of action, implementation, and follow-up. Planning is important as it helps coordinate activities, control performance, encourage innovation, and strengthen competitiveness.
Controlling involves measuring performance against standards, identifying deviations, and taking corrective actions. The chapter discusses the definition, nature, and process of controlling. It also covers characteristics of effective control, types of control for different purposes, common control methods like budgets and reports, and how accounting concepts and techniques can be used as control devices for areas like quality, production, and inventory. The overall goal of controlling is to ensure activities stay on track according to plans.
This document discusses organization and management. It defines organization as a system of coordinated activities of people working together toward common goals under leadership. Key elements of organization include objectives, structure, departments, and centralization of authority. Management is defined as the process of directing work through planning, organizing, leading, and controlling resources to achieve objectives. The document also outlines principles of good organization and management techniques like organization development and management information systems. It concludes with a brief history of organization and management studies in the Philippines.
The document discusses the concepts of organizing and organization. It defines organizing as identifying and grouping work to be performed, delegating responsibility and authority, and establishing relationships to enable efficient work. An organization differentiates tasks among specialized units and integrates their work. Key aspects of an organization include a group working toward common objectives, division of labor, cooperative efforts, communication, central authority, rules, and a dynamic element. A sound organizational structure facilitates administration, encourages growth and innovation, ensures optimal resource use, and continuity of the enterprise. The organizing process involves identifying activities, grouping them, assigning duties, and delegating appropriate authority.
This document discusses organizational structure and design. It defines organizational structure as how a company's hierarchy, departments, and information flow are arranged. An organizational structure determines who makes decisions, how job tasks are divided and coordinated, and how information is distributed. The document then examines different types of organizational structures like functional, line, geographic, product, and matrix structures. It also discusses important considerations for organizational design like job design, departmentalization, span of control, and delegation of authority.
The document discusses organizing as a management function that involves structuring jobs, tasks, and resources to accomplish objectives efficiently. It provides details on common organizing elements like work specialization, departmentalization, chain of command, span of control, and patterns of authority. Coordination of activities is also emphasized as linking different tasks to achieve common goals. Various types of departmentalization and authority patterns are outlined.
The document discusses the different types and roles of managers. It describes top managers who make organization-wide decisions, middle managers who oversee first-line managers, and first-line managers who directly manage non-managerial employees. Ten managerial roles are identified relating to interpersonal relationships, information transfer, and decision-making. Managerial skills include technical skills for job tasks, human skills for working with people, and conceptual skills for strategic thinking.
Nature of organizing , formal and informal organizationPranav Kumar Ojha
The document discusses the nature of organizing. It defines organizing as identifying and grouping work, delegating responsibility and authority, and establishing relationships to enable effective teamwork. It describes the importance of organizing for specialization, clear relationships, optimal resource use, and adaptation. Organizing involves dividing work into jobs and departments, assigning tasks, and establishing individual, group and department relationships. Formal organizing is deliberately designed with clear roles, while informal organizing spontaneously arises from personal interactions.
The document discusses different aspects of organizing, including definitions, types of organization structures, factors determining span of management, and departmentation. It defines organizing as the systematic arrangement of activities and grouping of tasks to achieve objectives. Different organization structures discussed include line, staff, functional, committee, project, and matrix structures. Factors like nature of work, technology, and manager's ability influence the span of management. Departmentation can be done by functions, products, territory, customers, process, and time.
Organizing is the process by which managers establish working relationships among employees to achieve goals. According to Chester Barnard, an organization is defined as a system of consciously coordinated activities or efforts of two or more people. An organization is also defined as a deliberate arrangement of people to accomplish some specific purpose.
Work ethics and corporate culture are important for any organization. Work ethics refers to moral principles related to work like being on time, working hard, and having loyalty. Corporate culture is the shared beliefs and practices that define how a company operates. There can sometimes be a disconnect between individual work ethics and a company's culture. Despite challenges, each person should focus on adding value through their highest priority tasks and by doing what they believe is right. Doing good work with integrity and kindness is important, even if the results are not immediately clear.
This document describes a workshop called "Positive Attitude, Positive Team and High Energy Work Environments" created by Dr. Meena Shah. The workshop aims to improve employee productivity, efficiency, and morale by focusing on developing a positive work culture and energized teams. It incorporates elements like positive thinking, positive attitude, positive relationships, professional growth, stress management, and commitment to excellence. The workshop is customized for the specific industry and demographic needs of organizations.
Creating a positive work environment involves establishing relationships built on trust and open communication, recognizing employees' successes, fostering cooperation and inclusion, and fulfilling intrinsic needs through challenging work and learning opportunities. To maintain a positive environment, organizations should identify potential risks like lack of support, low job control, poor work-life balance, and change management issues. Leaders can take actions to measure these risks, develop knowledge and skills, implement plans, and review progress by listening more to employees, communicating expectations clearly, providing recognition, and helping solve problems.
This document discusses the process of organizing as a management function. It defines organizing as dividing work activities into departments and groups, assigning duties, and establishing authority and responsibility. The key steps in organizing are determining objectives, listing activities, grouping activities, determining positions, delegating duties, and establishing relationships between positions. Organizing establishes the formal organizational structure through departments, charts, and allocation of authority. Informal organization also occurs naturally through social groups.
The document discusses guidance programs at the secondary and senior secondary school levels. At the secondary level, the objectives are to familiarize students with academic challenges, help develop good study habits, introduce career options, and provide support to low achievers. Suggested activities include talks on exams and study skills, career surveys, and counseling referrals.
For senior secondary students, objectives are to facilitate the transition to higher secondary education, introduce career paths, explain options after Class 12, and guide self-development. Guidance services discussed include orientation, career counseling, developing study skills, addressing adolescent issues, emotional intelligence training, and supporting self-appraisal.
Change problem ; Features of organizational change; Importance of change ; Reasons / factors leading to organizational change ; Change process ; Kurt Lewin's Model of change process ; Bringing organizational change; Rolf Smith's seven levels of change model
The document discusses organizational structure in hotels. It defines organizational structure as dividing work into tasks and responsibilities, and establishing communication channels and roles. There are various ways to structure an organization, such as by function, process, product, geography, customer, or time. The document provides an example hotel structure with different departments and managerial levels like the managing director, general manager, front office manager, and more. It also covers topics like departmentalization patterns, span of control, advantages and disadvantages of different structures.
This document discusses the importance of time management and organizational skills for college students. It recommends estimating commitments and scheduling time for the most important tasks first. Factors like work, family, and recreation can affect time management. Maintaining balance through proper sleep and relaxation is also important. The document provides tips for avoiding distractions and suggests using an assignment framework model to plan, gather information, draft, and produce assignments.
The document provides tips for developing strong organizational skills in school including using a daily planner, binders with dividers for each subject, keeping lockers and book bags neat. It recommends prioritizing assignments, checking them off as completed, and keeping completed work in an assignment folder. For notetaking, it suggests taking detailed notes in class, marking important points, and developing a consistent notetaking style. Organizational techniques like highlighting, outlining, and using different colors can make notes more useful. Organization helps with college, jobs, budgeting, bills, and dates in the future by eliminating stress, chaos, and confusion, ultimately leading to success.
This document discusses delegation of authority and responsibilities within an organization. It defines delegation as assigning work to subordinates and granting them the authority to complete it. The document outlines the key aspects of delegation as the assignment of duties, grant of authority, and creation of accountability. Some advantages of delegation include developing coordination, reducing executive burden, developing subordinates, and facilitating expansion. Potential difficulties include superiors feeling they can do the job better themselves or lacking confidence in subordinates. Successful delegation involves establishing a fear-free work climate, choosing the right tasks and people, providing assistance, planning, evaluating results.
1. Authority refers to the power or right to give orders, make decisions, and enforce obedience. It is the relationship between superiors who make decisions and subordinates who are expected to accept them.
2. There are different types of authority, including legal/formal authority given by law, traditional authority based on social relationships, and charismatic authority based on personality.
3. Delegation of authority is allowing someone to act on your behalf by performing tasks available to you, with the delegate having limited powers within the delegation policy. Effective delegation involves determining duties, authorizing action, and creating obligations.
This document discusses delegation of authority and decentralization. Delegation involves assigning tasks and authority to subordinates while retaining responsibility. Decentralization also delegates responsibility. Delegation is a routine function while decentralization is a major enterprise decision. Delegated authority can be withdrawn while decentralization applies generally. The document also outlines the definition, nature, steps, principles, advantages, and problems of delegation.
Nature and Process of Planning, Strategic Planning
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This document discusses different aspects of line and staff authority in human resource management. It defines line authority as the right of line managers to direct the work of subordinates, while staff managers are authorized to assist and advise line managers. The document also discusses different types of human resource professionals, including executives, generalists, and specialists. It outlines several key human resource management functions performed by HR managers, such as staffing, training, compensation, and employee relations.
Planning is the fundamental function of management that involves anticipating the future and determining a course of action to achieve goals. It is goal-oriented, primary, pervasive across managers and organizations, intellectual involving imagination and adjustment, continuous as assumptions change, forward-looking to consider the future, and involves choice through decision making. The objectives of planning are to focus on objectives and results, reduce uncertainty and change, provide direction, encourage innovation, help with coordination, guide decision making, enable decentralization, provide economy, and facilitate control.
The document outlines several schools of management thought throughout history. It discusses classical theories like scientific management and administrative management that focused on efficiency. Neoclassical theories like the human relations school emphasized satisfying worker needs. Modern theories include systems theory, contingency theory, and management science that view the organization holistically and recognize there is no single best approach. The document notes challenges integrating management theories given their situational nature but stresses the field's continued evolution.
This document provides an overview of organizing concepts including:
1. It defines organizing as the process of arranging work, authority, and resources to achieve goals.
2. It discusses principles of organizing like unity of command, span of control, and coordination.
3. It covers organizational architecture including functional, multidivisional, geographic, and matrix structures.
Chapter 3D - DELEGATION AND REORGANIZATIONAizell Bernal
1. The document discusses different types of organizational structures including functional, projectized, and departmental structures.
2. It provides examples of how work can be grouped by function, product, process, and geographical location in departmental structures.
3. Key aspects of organizational design discussed include centralization vs decentralization of authority and the roles of formal and informal organization systems.
Organizing is the process of structuring organizational activities and allocating resources to achieve goals. There are several key aspects of organizing:
1. Determining the organizational structure through departmentalization based on factors like functions, products, geography, etc. This includes developing organization charts to show reporting relationships.
2. Dividing work through specialization and establishing positions. The span of control refers to the number of direct reports a manager has. Wider spans have advantages but also risks.
3. Assigning authority to positions to enable managers to accomplish work. There are two main types - line authority which is command authority, and staff authority which is advisory.
4. Developing policies to guide the organizing
This document discusses different types of organizational structures. It describes functional, product/market, and matrix structures.
Functional structure groups employees by their functions or related activities. It has advantages like efficiency and easier supervision but can be difficult to coordinate across departments as an organization grows.
Product/market structure groups employees involved in producing and marketing specific products, geographic areas, or customer types. It enhances decision-making and accountability but risks divisional interests overriding overall goals.
Matrix structure combines functional and product/market structures, with employees reporting to both functional and project managers. It aims to balance the benefits and drawbacks of the other structures.
The document also discusses formal vs informal organizational structures and how informal relationships help
This document discusses the key elements of organizational structure, including work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. It also describes common structural models like the simple structure and bureaucracy. Organizational structures differ based on factors like strategy, size, technology, and the external environment. Globalization can impact structures through cultural influences on design preferences and the use of boundaryless organizations.
Chapter 1 - Managing and Manager in a Dynamic EnvironmentProf. JLMoneda
This topic will obtain a broad understanding of management (including traditional and emerging views), and the areas of knowledge and skills required to carry out the major functions of management.
Definition, Features, Process, Needs and Importance, Principles, Merits of Departmentation, Bases of defragmentation, Types of Organisational Structure.
The document discusses the organizing function of management. Organizing involves identifying activities, departmentalizing tasks, classifying authority, and coordinating departments. It examines different organizational structures like functional, divisional, matrix, process, and network structures. Functional structure groups tasks by specialty and is best for stable environments. Divisional structure separates tasks by product/customer and allows for rapid response. Matrix structure combines functional and divisional approaches. Coordination integrates separate organizational parts to achieve overall objectives.
This document discusses various topics related to organizing in modern organizations, including:
- Traditional organizational structures like functional, divisional, and matrix structures.
- Contemporary adaptive structures like boundaryless organizations, virtual organizations, and learning organizations.
- Trends like teleworking, flexible work, and global organizations that allow organizations to adapt to changing needs.
- Key elements of organizing like work specialization, departmentalization, chain of command and factors that influence organizational design choices.
The document discusses five common organizational structures: simple structure, machine bureaucracy, professional bureaucracy, divisional structure, and adhocracy. Each structure is defined based on characteristics like specialization, formalization, centralization, and environmental factors. Strengths and weaknesses of each structure are provided to help determine when each is best suited for an organization. The structures range from more mechanistic and standardized forms like machine bureaucracy to more organic and flexible forms like adhocracy.
Part IV.Today a lot of thinkers are talking, that Organizational structure is not flexible,he is more oriented to Boss, then to Client. The Guru\'s are saying, that most important is to build Vision, from vision you will get Mental model, from mental model - Organisational structure and, finally, Behavioural model.
To create Vision is not for everyone, BUT EACH MANAGER CAN OPEN EYES;. Let's look which Archetype in Western management culture is creating main Mental model, which allow to build only one type of Organisational structure and from here Employees Behaviour? The part 1 is asking question is an organisation is spherical or pyramidical?
Here are the key points covered in Module 1:
- Organisational behaviour is the study of human behaviour in organisational settings, how human behaviour interacts and affects the organisation, and how organisations react to human behaviour. Management applies organisational behaviour theories to direct organisational members toward achieving organisational goals.
- The manager's job has evolved from a focus on planning and control to facilitating employee empowerment and continuous improvement. Managers must understand diverse employee values, needs, and personalities to motivate performance.
- Values are deeply held beliefs that influence attitudes and behaviour. Cultural values impact global organisations and require cultural sensitivity.
- Personality traits like locus of control, extroversion, and Machiav
The document discusses departmentalization in organizations. It defines departmentalization as the process of grouping activities into departments to divide up jobs through work specialization. As organizations grow, they departmentalize to make better use of resources and coordinate common tasks. There are several common types of departmentalization that transform organizations by putting related functions together under departments to increase efficiency.
Organizational structure refers to how job tasks are divided, grouped, and coordinated within an organization. There are six key elements of organizational structure: work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. Work specialization involves dividing work into separate job tasks, departmentalization refers to how jobs are grouped, and chain of command clarifies reporting relationships within the organization.
Organising is the process of defining activities, establishing relationships between them, and ensuring efforts are directed towards goals. It involves dividing work, grouping related tasks, assigning duties, and defining reporting relationships. Organisational structures like functional and divisional determine how work is grouped. Formal structures have set rules while informal ones focus on relationships. Delegation and decentralisation are important concepts, where delegation transfers authority from superiors to subordinates, and decentralisation distributes decision-making power throughout levels of management.
This document provides information about the Human Resource Information System (HRIS) of Unique Group. It begins with an introduction and title page, followed by a letter of transmittal from the author to their academic supervisor submitting the internship report. It then includes an acknowledgement section thanking various individuals. The remainder of the document contains chapters that provide details on the company history and structure of Unique Group, the outcomes of the author's internship, a literature review on HRIS, an analysis of Unique Group's HRIS system and its functions, findings and recommendations from the study.
The document provides an overview of project management concepts and tools for a National Guard Black Belt training module. It discusses the define stage of the CPI roadmap, key drivers of project success, roles and expectations of a project manager, effective communication, and developing a communication plan. Templates are provided for a stakeholder analysis and communication plan to help project managers identify stakeholders, assess their level of influence and concerns, and develop targeted messaging. The overall aim is to help trainees understand project management responsibilities and optimize performance.
The document discusses key concepts in organizing, including:
1) The definition of an organization as the coordination of people's activities to achieve common goals through division of labor and authority hierarchies.
2) The organizing process involves identifying activities, grouping them, assigning duties, and delegating authority.
3) Important determinants of organizational structure include goals, strategy, size, technology, and the external environment.
4) Span of management refers to the number of direct reports a manager has, which is determined by factors like the work, technology, abilities of managers and subordinates, and degree of decentralization.
The document discusses key concepts around responsibility, authority, and delegation in organizations. It covers defining job responsibilities and dividing tasks, different types of authority including line and staff, steps in the delegation process, and issues that can impact decentralization such as an organization's size and product line. The overall goal is to provide an understanding of how to clarify roles and responsibilities to improve accountability.
Matching leadership styles with employment modesburcutan007
This document discusses different leadership styles and their fit with various types of employment relationships. It proposes a typology that matches four leadership styles - directive, transactional, transformational, and empowering - with four employment modes - contract, acquisition/job-based, alliance/partnership, and internal development/knowledge-based. The leadership styles and employment modes are positioned on a matrix based on the uniqueness and strategic value of employee skills.
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How AI is Disrupting Service Industry More Than Design ThinkingBody of Knowledge
Artificial Intelligence (AI) and Design Thinking are two powerful tools that, when used together, can revolutionize the service industry. By combining these approaches, businesses can develop innovative solutions that enhance customer experience, increase efficiency, and drive growth. Here's how AI and Design Thinking are disrupting the service industry
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2. PART ONE: INTRODUCTION
1/8/2012
1.1 Meaning of organization
POM/Chapter 4 - Organizing
1.2 Process of Organization
1.3 Principles of Organization
2
3. DEFINITION OF ORGANIZING
1/8/2012
Activities: Resources:
Identification of Determining the
POM/Chapter 4 - Organizing
activities
Grouping of Activities
specific need of
Assignment of jobs to resources
formal groups Allocation of
Establishing a network resources into
of authority and
responsibility specific groups
Providing framework for Evaluation and
measurement, evaluati control of use of
on and control
the resources 3
4. ORGANIZING
1/8/2012
Organizing is the process of
arranging and allocating
POM/Chapter 4 - Organizing
work, authority, and resources
among an organization’s
members so that they can
achieve organizational goal.
Stoner, Freeman and Gilbert
4
5. PROCESS OF ORGANIZING
1/8/2012
Division of Work
Grouping of Work
POM/Chapter 4 - Organizing
Delegation of Authority
Coordination of Work
5
6. 1/8/2012 POM/Chapter 4 - Organizing
6
PROCESS OF ORGANIZING SIMPLIFIED
7. PRINCIPLES OF ORGANIZING
8.Exception
1/8/2012
1. Unity of Objective
2. Specialization
9.Efficiency
POM/Chapter 4 - Organizing
3. Coordination
4. Authority and 10.Balance
Responsibility
11.Homogeneity
5. Unity of Command
6. Scalar Chain 12.Continuity
7. Span of Control
13.Simplicity 7
10. ORGANIZATIONAL ARCHITECTURE -
VERTICAL INTEGRATION
1/8/2012
Tall Organization: Flat organization:
This type of This type of
POM/Chapter 4 - Organizing
organizational organizational
architecture has architecture
many layers and
has few layers
narrow span of
control. and wide span
of control.
10
12. ORGANIZATIONAL ARCHITECTURE – HORIZONTAL
DIFFERENTIATION
1. FUNCTIONAL STRUCTURE:
1/8/2012
General Manager
POM/Chapter 4 - Organizing
Production Finance Marketing HR
Dept Dept Dept Deprtment
Structure is created based on the
various functions of an organization.
12
13. ORGANIZATIONAL ARCHITECTURE – HORIZONTAL
DIFFERENTIATION
2. MULTI-DIVISION STRUCTURE
1/8/2012
General Manager
POM/Chapter 4 - Organizing
Division I Division II Division III
Multiple divisions are created in a
related industry.
13
14. ORGANIZATIONAL ARCHITECTURE – HORIZONTAL
DIFFERENTIATION
Divisional or M-form (Multidivisional) Design
An organizational arrangement based on multiple
businesses in related areas operating within a larger
organizational framework; following a strategy of
related diversification.
Activities are decentralized down to the divisional
level; others are centralized at the corporate level.
The largest advantages of the M-form design are the
opportunities for coordination and sharing of
resources.
15. ORGANIZATIONAL ARCHITECTURE – HORIZONTAL
DIFFERENTIATION
3. GEOGRAPHIC STRUCTURE:
1/8/2012
General
POM/Chapter 4 - Organizing
Manager Departments are
created based on
geographic regions.
All the activities in one
Eastern Central Western geographic region is
Region Region Region categorized into one
unit.
15
16. ORGANIZATIONAL ARCHITECTURE – HORIZONTAL
DIFFERENTIATION
4. MATRIX ORGANIZATION
CEO
Vice president, Vice president, Vice president, Vice president,
engineering production finance marketing
Employees
Project
manager A
Project
manager B
Project
manager C
6–16
17. MATRIX STRUCTURE:
1/8/2012
Advantages: Disadvantages:
Enhances organizational Employees are uncertain
POM/Chapter 4 - Organizing
flexibility. about reporting
Team members have the relationships.
opportunity to learn new The dynamics of group
skills. behavior may lead to
Provides an efficient way for slower decision
the organization to use its making, one-person
human resources. domination, compromise
Team members serve as decisions, or a loss of
bridges to their departments focus.
for the team. More time may be required
for coordinating task- 17
related activities.
18. PART THREE: RESPONSIBILITY
1/8/2012
3.1 Meaning of Responsibility
POM/Chapter 4 - Organizing
3.2Establishing Task and
Reporting Relationships
3.3 Creating Accountability
18
19. RESPONSIBILITY:
1/8/2012
Responsibility is the
POM/Chapter 4 - Organizing
obligation to perform
or
duty to carryout certain
activities
19
20. ESTABLISHING TASK AND REPORTING
RELATIONSHIP:
1/8/2012
Task Relationship:
How activities related to each other in an
POM/Chapter 4 - Organizing
organization.
How the basic units of an organization are
formed.
Establishment of job description and job
specification
Job Specification: Prerequisites of job. Various skills and
experiences needed to perform certain job.
Job Description: The activities that have to be carried
out at certain position in a job. It describes the job.
20
21. ESTABLISHING TASK AND REPORTING
RELATIONSHIP:
1/8/2012
Establishing Reporting Relationship:
It is finding out
POM/Chapter 4 - Organizing
Chain of command
Span of control or span of management
1. Who reports to whom?
2. How many subordinates will a supervisor have?
(Relate it to tall vs flat organizational architecture.)
21
23. PART FOUR: AUTHORITY
1/8/2012
POM/Chapter 4 - Organizing
4.1 Line and Staff Authority
4.2 Delegation of Authority
23
24. AUTHORITY:
1/8/2012
Right to take decisions that arises due to
position in organizational structure.
POM/Chapter 4 - Organizing
Authority is the right to perform or
command. It allows its holder to act in
certain designated ways and to directly
influence the actions of others through
orders.
Types of Authority:
Line Authority
Staff Authority 24
25. LINE AUTHORITY
1/8/2012
The chain of command in the
organizational structure that flows
POM/Chapter 4 - Organizing
major decision making power.
The officially
sanctioned ability to issue orders t
o subordinate employees within
an organization.
25
26. STAFF AUTHORITY
1/8/2012
Staff authority consists of the right to
advise or assist those who possess
POM/Chapter 4 - Organizing
line authority as well as other staff
personnel.
The Advisory or Counseling
Role :
The Service Role
26
The Control Role
27. DELEGATION OF AUTHORITY
1/8/2012
Assigning work to subordinates
and giving them necessary
POM/Chapter 4 - Organizing
authority to do the assigned work
effectively.
Simple terms,
GRANTING AUTHORITY TO SUBORDINATES
27
28. FEATURES OF DELEGATION OF
AUTHORITY:
1/8/2012
No delegation of total authority
Delegation of only that authority a
POM/Chapter 4 - Organizing
manager has
Representation of the superior
Delegation for organizational purpose
Restoration of delegated authority
Balance of authority and responsibility
No delegation of responsibility
28
29. CONFLICT BETWEEN LINE – STAFF EMPLOYEES
1/8/2012
Assume Line Authority
POM/Chapter 4 - Organizing
Do not give Sound Advice
Steal Credit for Success
Fail to Keep line
personnel informed of their
activities
Do not see the whole picture. 29
30. PART FIVE:
CENTRALIZATION AND DECENTRALIZATION
1/8/2012
Meaning : Centralization and Decentralization
POM/Chapter 4 - Organizing
Reasons: In which case which is needed
Advantages and Disadvantages: of both
30