presentation slide management (up2 date)

8/3/2019 Presentation Slide Management (Up2 Date)

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1. DIVISION OF LABOUR2. UNITY OF COMMAND

3. AUTHORITY AND RESPONSIBILITY


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DEPARTMENTALISATION

o Vertical functional approach

o Divisional approach

o

Horizontal matrix approacho Team-based approach

o Network approach


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VERTICAL FUNCTIONAL

o People are grouped together in departments

by common skills and work activities, such as

in an engineering department and an

accounting department.


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VERTICAL FUNCTIONAL

AccountingManufacturingHuman Resource


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DIVISIONAL

o Departments are grouped together into

seperate, self-contained divisions based on a

common product, program or geographical

region.

o Diverse skills rather than similar skills are the

basic of departmentalisation.


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DIVISIONAL

Human

Resource

Product Division 1 Product Division 2

AccountingManufacturingHuman

ResourceAccountingManufacturing


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HORIZONTAL MATRIX

o Functional and divisional chain of command

are implemented simultaneously and overlay

one another in the same departments.

o Two chains of command exist, and some

employees report to two bosses.


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HORIZONTAL MATRIX

HumanResource

AccountingManufacturing

Product Division 1

Product Division 2


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TEAM-BASED

o The organisation creates a series of teams to

accomplish specific tasks and to coordinate

major departments.

o Teams can exist from the CEO all the way to

the shop floor.


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TEAM-BASED


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NETWORK

o The organisation becomes a small, central hub

electronically connected to other

organisations that perform vital functions.

o Departments are independent, contracting

services to the central hub for a profit.


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NETWORK

Central Hub

MarketerHuman Resource

Agency

Designer Manufacturer


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DIVISION OF LABOUR

An entire job being done by one individual, it

is broken down into a number of steps, each

step being completed by a separate individual.

Products or services

Geographical area or region

Customers

Processes


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DIVISIONAL PRODUCT STRUCTURES

Sometimes called ,market structures.

Working on a single product or service.

General Manager

Grocery products Drugs and toiletries


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DIVISIONAL GEOGRAPHICAL

STRUCTURES

Sometimes called area structures.

Jobs and activities being performed in the

same location or geographical region.

President

Asian division European division


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DIVISIONAL CUSTOMER STRUCTURES

Sometimes called market structures.

Jobs and activities that are serving the same

customers or client.

Agency administrator

Problem youth Senior citizens


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DIVISIONAL PROCESS STRUCTURES

A group of task related to one another that

collectively create something of value to a

customer.

Catalog Sales Manager

Product purchasing Order fulfillment


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DIVISION OF LABOUR

ADVANTAGES DISADVANTAGES

Efficient use of resources, economies of

scale

Poor communication across functional

departments

In-depth skill specialisation Slow response to external changes,lagging innovation

Careers progress within functional

departments

Decisions concentrated at top of

hierarchy, creating delay

Top manager direction and control Responsibilities for problems is difficult to

pinpoint

Excellent coordination within functions Limited view of organisational goals by

employees

High-quality technical problem solving Limited general management training for

employees


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UNITY OF COMMAND

No subordinate should report to more than

one boss.

Two bosses are not better than one.


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Responsibility and Authority

Responsibility is an obligation to perform

assigned activities.

Authority is the rights inherent in a

managerial position to give orders and

expect them to be obey..


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Accountability means that the people with

authority and responsibility are subject to

reporting and justifying task outcomes to

those above them in the chain of command

Normally a manager is responsible for his/her

orders and what he /she authorizes


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Types of authority

Line authority - The authority that entitles a

manager to direct the work of an employee.

Staff authority - Position that have some

authority BUT that are created to support,

assist, and advise the holders of line authority.


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Assistant to the

Executive director

Executive Director

Unit 1 Manager

Director of

operation

Director ofHuman

Resources

Unit 2 Manager

Director of

purchasing

Director of

purchasing

The solid line is line authority

The dotted red line is staff authority


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Delegation

Delegation is the process managers use to transferauthority and responsibility to position below them inhierarchy.

Delegation is the downward transfer of formal

authority from one person to another

There are 4 delegation process:-

-Assignments of task

-Delegation of authority-Acceptance of responsibility

-Creation of accountability


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-Assignment of task

The manager identifies specific tasks or duties

to assign the subordinate.

-Delegation of authority

For the subordinate to complete the duties or

tasks, the manager should delegate to the

subordinate the necessary authority.


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-Acceptance of responsibility

Responsibility is the obligation to carry outones assigned duties to the best of ones

ability.

-Creation of accountability

Accountability is having to answer to someonefor your action. Which means accepting the

consequences . Either credit or blamed ofthese actions


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Power

Poweris an individuals capacity to influence

decisions.

Authority is part of larger concept ofpower.

Which means that the higher Rights, the

higher the influence.

There are 5 element of Power


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1. Coercive power (-ve)

On which it dependent on fear

one reacts to this power out of fear of the negativeresults that might occur if one failed to comply.

Leads to short-term of compliance, dysfunctionalbehavior produced in long-tern.

Reduce employees satisfaction to the job.

2. Reward power (+ve) The reward can be monetary compensation

When use in flexible manner, it strengthen employeessatisfaction.

On the other hands, employees may tend tounethically or even illegally action to get rewards whencompany too rigidly on reward


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3. Legitimate power

same as authority

represents the power received as a results ofhis/her position in an organization.

Beliefs among employees that their manager

has the right to give orders to them

4. Expert power

Belief on employees that has high skilledspecialist on specific area. Manager mayaccord authority to these specialist.


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5. Referent power

identification with a person who has a

desirable resources or personal traits.

Many connections

Respect for their managers identity withemulate him/her

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