organizing concepts chapters 12,13,14,15,16,17, &18
TRANSCRIPT
![Page 1: ORGANIZING CONCEPTS Chapters 12,13,14,15,16,17, &18](https://reader036.vdocuments.us/reader036/viewer/2022062421/56649dc35503460f94ab53e8/html5/thumbnails/1.jpg)
ORGANIZING CONCEPTS
Chapters 12,13,14,15,16,17, &18
![Page 2: ORGANIZING CONCEPTS Chapters 12,13,14,15,16,17, &18](https://reader036.vdocuments.us/reader036/viewer/2022062421/56649dc35503460f94ab53e8/html5/thumbnails/2.jpg)
CHAPTER 12
Organizing is based on two principles:
• Authority
• Span of management/span of control/ span of supervision
![Page 3: ORGANIZING CONCEPTS Chapters 12,13,14,15,16,17, &18](https://reader036.vdocuments.us/reader036/viewer/2022062421/56649dc35503460f94ab53e8/html5/thumbnails/3.jpg)
Authority
• It is the key to the managerial job
• It is the lifeblood of the managerial position
• It gives legitimate power to the manager or supervisor to give directives to subordinates
• It is limited in scope by both internal and external factors
![Page 4: ORGANIZING CONCEPTS Chapters 12,13,14,15,16,17, &18](https://reader036.vdocuments.us/reader036/viewer/2022062421/56649dc35503460f94ab53e8/html5/thumbnails/4.jpg)
Types of Authority
• Positional
• Functional
• Personal
![Page 5: ORGANIZING CONCEPTS Chapters 12,13,14,15,16,17, &18](https://reader036.vdocuments.us/reader036/viewer/2022062421/56649dc35503460f94ab53e8/html5/thumbnails/5.jpg)
Span of Management
• It is also called span of control and span of supervision
• It is the number of subordinates that a manager directs and supervises
• The number of subordinates varies• The smaller or narrower the span, the more
levels of management will be required • Some managers are able to supervise more
subordinates than are others
![Page 6: ORGANIZING CONCEPTS Chapters 12,13,14,15,16,17, &18](https://reader036.vdocuments.us/reader036/viewer/2022062421/56649dc35503460f94ab53e8/html5/thumbnails/6.jpg)
Factors Determining the Span of Supervision
• Competence of the supervisor• Competence and makeup of the subordinates• Amount and availability of help from staff specialists• Nature and importance of the activities performed• The dynamics and complexity of the activity to be
performed• The degree to which a comprehensive set of standards
and procedures are available to guide subordinates• Availability of self-directed teams
![Page 7: ORGANIZING CONCEPTS Chapters 12,13,14,15,16,17, &18](https://reader036.vdocuments.us/reader036/viewer/2022062421/56649dc35503460f94ab53e8/html5/thumbnails/7.jpg)
CHAPTER 13
Division of Work:
• Tasks are broken down and divided into smaller parts
• It is the process by which tasks and responsibilities are allocated
• It is essential for greater efficiency and higher productivity
![Page 8: ORGANIZING CONCEPTS Chapters 12,13,14,15,16,17, &18](https://reader036.vdocuments.us/reader036/viewer/2022062421/56649dc35503460f94ab53e8/html5/thumbnails/8.jpg)
Departmentalization
• The process of grouping the activities of an organization into units
• The units are grouped by the following methods:- Functions- Process and equipment- Territory or location- Customer- Time- Product
![Page 9: ORGANIZING CONCEPTS Chapters 12,13,14,15,16,17, &18](https://reader036.vdocuments.us/reader036/viewer/2022062421/56649dc35503460f94ab53e8/html5/thumbnails/9.jpg)
Mixed Departmentalization
• Uses multiple methods of departmentalization to meet the desired outcome
![Page 10: ORGANIZING CONCEPTS Chapters 12,13,14,15,16,17, &18](https://reader036.vdocuments.us/reader036/viewer/2022062421/56649dc35503460f94ab53e8/html5/thumbnails/10.jpg)
Matrix organization
• It is an organizational design that combines both functional and product departmentalization
• Several projects can be conducted simultaneously• Employees have two bosses• It violates the unity of command concept • Creates a number of problems such as conflicting
directives from two bosses, roles may not be clearly defined, power struggle between the two bosses, and subordinates may be confused regarding to whom they should report
![Page 11: ORGANIZING CONCEPTS Chapters 12,13,14,15,16,17, &18](https://reader036.vdocuments.us/reader036/viewer/2022062421/56649dc35503460f94ab53e8/html5/thumbnails/11.jpg)
CHAPTER 14
Delegation of authority:• It makes the organization operative• It gives life to the organization• An organization can only exist if authority has been delegated • Top management must create the mood by preaching and practicing broad
delegation of authority• It is distributed throughout an organization, starts at the top and flows
downward throughout the various levels of management • It follows the principles of chain of command or scalar chain and unity of
command• Frees the time of managers• Increases morale, interest, and enthusiasm for work• Provides a training ground and helps identify up coming leaders• Authority hoarders must be discouraged• Supervisors who carefully delegate authority does not lose status or free
them from their responsibilities
![Page 12: ORGANIZING CONCEPTS Chapters 12,13,14,15,16,17, &18](https://reader036.vdocuments.us/reader036/viewer/2022062421/56649dc35503460f94ab53e8/html5/thumbnails/12.jpg)
Three steps of the process of delegation
• Assignment of duties and defining the results expected
• Granting of permission (authority)
• Creation of an obligation (responsibility)
In order to make delegation of authority a success, those three steps must blend together
![Page 13: ORGANIZING CONCEPTS Chapters 12,13,14,15,16,17, &18](https://reader036.vdocuments.us/reader036/viewer/2022062421/56649dc35503460f94ab53e8/html5/thumbnails/13.jpg)
General Supervision
• Permits subordinates to decide how to achieve results within accepted professional standards
• Allows the manager or supervisor to have more time to perform management functions
• Enables subordinates to take great pride in decision-making
• Creates an environment to enhance the performances of team work
![Page 14: ORGANIZING CONCEPTS Chapters 12,13,14,15,16,17, &18](https://reader036.vdocuments.us/reader036/viewer/2022062421/56649dc35503460f94ab53e8/html5/thumbnails/14.jpg)
Barriers to delegation of authority
• Supervisor’s that are authority hoarders
• Reluctant subordinates to take on authority and responsibility
• The unavailability of suitable subordinates to whom authority can be delegated
![Page 15: ORGANIZING CONCEPTS Chapters 12,13,14,15,16,17, &18](https://reader036.vdocuments.us/reader036/viewer/2022062421/56649dc35503460f94ab53e8/html5/thumbnails/15.jpg)
Organizing Concepts Contd.-CHAPTERS 15, 16, 17, & 18
CHAPTER 15
![Page 16: ORGANIZING CONCEPTS Chapters 12,13,14,15,16,17, &18](https://reader036.vdocuments.us/reader036/viewer/2022062421/56649dc35503460f94ab53e8/html5/thumbnails/16.jpg)
Line authority
• Authority is based on superior-subordinate relationships and is managerial in nature
• Authority to give orders to subordinates
• The authority to direct subordinates and require them to comply to decisions, policies, plans, and objectives
• Generally follows the principle of unity of command
![Page 17: ORGANIZING CONCEPTS Chapters 12,13,14,15,16,17, &18](https://reader036.vdocuments.us/reader036/viewer/2022062421/56649dc35503460f94ab53e8/html5/thumbnails/17.jpg)
Staff Authority
• Authority is based on expertise in specialty areas
• Provides information, counsel, advice, and guidance in specialty areas and is not managerial in nature
• The authority to make recommendations to line organization
• The recommendations can be accepted, rejected, or altered by the line organization
![Page 18: ORGANIZING CONCEPTS Chapters 12,13,14,15,16,17, &18](https://reader036.vdocuments.us/reader036/viewer/2022062421/56649dc35503460f94ab53e8/html5/thumbnails/18.jpg)
Functional authority
• The CEO or administrator gives a staff member special limited right to command
• The right is based on expertise in a specialized area
• It allows maximum effective use of staff specialists
• It violates the principle of unity of command
![Page 19: ORGANIZING CONCEPTS Chapters 12,13,14,15,16,17, &18](https://reader036.vdocuments.us/reader036/viewer/2022062421/56649dc35503460f94ab53e8/html5/thumbnails/19.jpg)
CHAPTER 16
Reorganization:• Changes in organizational structures,
departmentalization, assignment of activities, and authority relationships
• It is closely aligned with reengineering• Reorganization occurs because of:
- Changes in priorities and goals- Financial needs- Scientific and technological advances- New developments and practices
![Page 20: ORGANIZING CONCEPTS Chapters 12,13,14,15,16,17, &18](https://reader036.vdocuments.us/reader036/viewer/2022062421/56649dc35503460f94ab53e8/html5/thumbnails/20.jpg)
Tools used for reorganization
• Job design• Job redesign• Job rotation• Job enlargement• Job enrichment• Work redesign
In order to ensure quality in services or products, supervisors should continuously monitor the processes of reorganization
![Page 21: ORGANIZING CONCEPTS Chapters 12,13,14,15,16,17, &18](https://reader036.vdocuments.us/reader036/viewer/2022062421/56649dc35503460f94ab53e8/html5/thumbnails/21.jpg)
Reengineering
• The focus is on customer needs
• It is continuous
• Relies heavily on teams of employees that are coordinated by management
• It has the potential to improve quality, customer responsiveness, reduce costs, and streamline operations
![Page 22: ORGANIZING CONCEPTS Chapters 12,13,14,15,16,17, &18](https://reader036.vdocuments.us/reader036/viewer/2022062421/56649dc35503460f94ab53e8/html5/thumbnails/22.jpg)
Downsizing and Rightsizing
Downsizing:
• Reduction in workforce
• Quickly initiated
• Little or no input from employees
![Page 23: ORGANIZING CONCEPTS Chapters 12,13,14,15,16,17, &18](https://reader036.vdocuments.us/reader036/viewer/2022062421/56649dc35503460f94ab53e8/html5/thumbnails/23.jpg)
Rightsizing
• Moderate to high cost reduction
• Quickly initiated
• Little or no input from employees
![Page 24: ORGANIZING CONCEPTS Chapters 12,13,14,15,16,17, &18](https://reader036.vdocuments.us/reader036/viewer/2022062421/56649dc35503460f94ab53e8/html5/thumbnails/24.jpg)
Quality Management
• Continuous service improvements that meet the needs of the organization and customers
• Empowers employees to attain the desired outcomes
![Page 25: ORGANIZING CONCEPTS Chapters 12,13,14,15,16,17, &18](https://reader036.vdocuments.us/reader036/viewer/2022062421/56649dc35503460f94ab53e8/html5/thumbnails/25.jpg)
CHAPTER 17-Committees as an Organizational Tool
Committees:• A formal group of people who function together to attain a desired organizational goal• Permit a group of people to function collectively in areas that a single individual cannot handle • Group members have regular full-time duties in the organization• Group members devote part of their regular working time to committee activities• Committee members must be carefully selected• Found at all organizational levels• Have line or staff capacity• Can be classified as standing or temporary• Promote coordination and cooperation among various departments in the organization• Produce continuity in the organization• Provide a forum for potential leaders to be identified• Give opportunities for various departments to be heard and get involved in the affairs of the
organization • Must have a mandate; know its scope and function• The degree of authority must be specified• The chair is the most important member of the committee• A well prepared agenda is required with a degree of flexibility
![Page 26: ORGANIZING CONCEPTS Chapters 12,13,14,15,16,17, &18](https://reader036.vdocuments.us/reader036/viewer/2022062421/56649dc35503460f94ab53e8/html5/thumbnails/26.jpg)
CHAPTER 18
The Informal organization:• It is a social subsystem• It interacts with the formal organization both in negative and positive
ways • It is found in almost all organization and cannot be eliminated• Small groups are the basis for an informal organization• Employees join small groups because of the following:
- Social needs- Sense of satisfaction- Friendship and companionship- Security, support, and collective power- Acceptance- Access to the informal organization (grapevine)- Status
![Page 27: ORGANIZING CONCEPTS Chapters 12,13,14,15,16,17, &18](https://reader036.vdocuments.us/reader036/viewer/2022062421/56649dc35503460f94ab53e8/html5/thumbnails/27.jpg)
The supervisor and the informal organization
• The informal organization is part of a complex system that interacts with the formal organization
• The supervisor must understand the workings of the informal organization
• The supervisor should approach the informal organization in a positive manner
• The supervisor should utilize the informal organization to achieve departmental objectives
• The supervisor should combine the interests of the formal organization with those of the formal organization