chapter 4 organizing. 2 supervision today! 6 th edition robbins, decenzo, wolter © 2010 pearson...

Chapter 4

ORGANIZING

2Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

Chapter outcomes Define organizing. Describe why work specialization should increase economic

efficiency. Explain how the span of control affects an organization’s

structure. Contrast line and staff authority. Explain why organizations are becoming increasingly

decentralized. Describe how flatter organizational structures can be beneficial

to the organization. Explain the concept of a learning organization and how it

influences organizational designs and supervisors. Discuss the value of job descriptions. Identify the four-step process of delegation.

3Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

Organizing

Arranging and grouping jobs, allocating resources, and assigning work so that activities can be accomplished as planned

4Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

Organizing concepts Work specialization Span of control Chain of command Unity of command Authority – Line, Staff, Functional Responsibility Centralization Decentralization

5Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

EXHIBIT 4–1Contrasting spans of control.

6Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

Departmentalization

Functional Product Geographical Customer Process

7Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

EXHIBIT 4–3Functional departmentalization.

8Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

EXHIBIT 4–4Product departmentalization.

9Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

EXHIBIT 4–5Customer departmentalization.

10Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

EXHIBIT 4–6Geographic departmentalization.

11Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

EXHIBIT 4–7Process departmentalization.

12Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

Organizational structure

Simple structure Functional structure Divisional structure Matrix structure Team-based structure Boundaryless organization Learning organization

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© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

EXHIBIT 4–8A matrix structure in an aerospace firm.

14Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

Job description

A written statement of job duties, working conditions, and operating responsibilities

Provides a formal description Acts as a standard by which to measure

performance Clarifies the duties and responsibilities of

the employee

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© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

EXHIBIT 4–10A job description for a production editor in a publishing company.

16Supervision Today! 6th EditionRobbins, DeCenzo, Wolter

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.

Delegation process

Allocation of duties Delegation of authority Assignment of responsibility Creation of accountability