Organizing Functions and Structures
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1. The document discusses the organizing function of management according to various authors and theories. It describes organizing as establishing roles, coordination, and structure within an organization. 2. Key aspects of organizing covered include departmentalization, chains of command, spans of control, and centralization vs. decentralization. Formal and informal organization structures are also compared. 3. The organizing process involves considering plans and goals, determining tasks, grouping tasks, designing reporting relationships, and staffing roles. Organizational structures define relationships and help achieve organizational goals.
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Organizing Functions and Structures
- 1. C/D/DC/I/T (c) 2010 MARIANOMARCOSSTATEUNIVERSITY COLLEGEOFBUSINESSECONOMICSANDACCOUNTANCY MAY2010 JONAHCALAUSTRO VANESSADAMO CHRISTIANDELACRUZ SALVEILDEFONSO ROMMELTABILI MANAGEMENTFUNCTIONSORGANIZING
- 3. Acc. To Chester Barnard function define the role positions, the jobs related and the coordination between authority and responsibility C/D/DC/I/T (c) 2010
- 4. Acc. To Clayton State University: School of Business process creating an organization’s framework degree of complexity, formalization, and centralization C/D/DC/I/T (c) 2010
- 5. Acc. To Medina management function structuring of resources and activities accomplish objectives efficiently and effectively C/D/DC/I/T (c) 2010
- 6. Acc. To Attner & Morgan management function establishes relationships between activity and authority results to an organization a system acting in harmony to execute whole tasks to achieve goals effectively and efficiently C/D/DC/I/T (c) 2010
- 7. Acc. To Champ Academy C/D/DC/I/T (c) 2010
- 8. Importance of Organizing Plan implementation Assignment of authority, responsibility, and accountability Division of work Coordinates diverse organizational tasks Establish relationship among individuals, groups and departments Establish formal lines of authority Allocation and deployment of organizational resources C/D/DC/I/T (c) 2010
- 10. Division of Labor Productivity Time C/D/DC/I/T (c) 2010
- 11. Division of Labor HUMANDISECONOMIES Boredom Fatigue Stress Low Productivity Poor Quality Increased Absenteeism High Turnover Productivity Time C/D/DC/I/T (c) 2010
- 12. Unity of Command C/D/DC/I/T (c) 2010 Superior Subordinate
- 13. Chain of Command C/D/DC/I/T (c) 2010 A RECEIVE REPORTS B GIVE REPORTS C
- 14. Chain of Command: Authority C/D/DC/I/T (c) 2010 A B C LINE AUTHORITY
- 15. Chain of Command: Authority C/D/DC/I/T (c) 2010 A B C STAFF AUTHORITY
- 16. Chain of Command: Authority C/D/DC/I/T (c) 2010 A B C FUNCTIONAL AUTHORITY
- 17. Chain of Command: Responsibility C/D/DC/I/T (c) 2010 Responsibility
- 18. Chain of Command:A-R Models C/D/DC/I/T (c) 2010 AUTHORITY < RESPONSIBILITY
- 19. Chain of Command:A-R Models C/D/DC/I/T (c) 2010 AUTHORITY > RESPONSIBILITY
- 20. Chain of Command:A-R Models C/D/DC/I/T (c) 2010 AUTHORITY = RESPONSIBILITY
- 21. Span of Control Span of 8 (Classical) Span of 4 (Contemporary) C/D/DC/I/T (c) 2010
- 22. Classical Viewpoint SPAN OF 8 Operatives = 4 096 Managers (levels 1-4) = 585 C/D/DC/I/T (c) 2010
- 23. Contemporary Viewpoint SPAN OF 4 Operatives = 4 096 Managers (levels 1-6) = 1 365 C/D/DC/I/T (c) 2010
- 24. Centralization & Decentralization C/D/DC/I/T (c) 2010
- 25. Centralization & Decentralization C/D/DC/I/T (c) 2010
- 28. Departmentalization Putting specialists together Direction of a manager Departmentation Process Setting up and establishing departments C/D/DC/I/T (c) 2010
- 30. Common Elements of Organization C/D/DC/I/T (c) 2010 HENRY MINTZBERG McGill University
- 31. Operating Core C/D/DC/I/T (c) 2010
- 32. Strategic Apex C/D/DC/I/T (c) 2010
- 33. Middle Line C/D/DC/I/T (c) 2010
- 34. Technostructure C/D/DC/I/T (c) 2010 Affects certain forms of standardization Examples: Time and motion engineers Job description designers Systems and procedures analysts
- 35. Support Staff C/D/DC/I/T (c) 2010 Fill staff units Provides indirect support
- 36. Design Configurations C/D/DC/I/T (c) 2010 Operating Core PROFESSIONAL BUREAUCRACY Strategic Apex SIMPLE STRUCTURE Middle Line DIVISIONAL STRUCTURE Technostructure MACHINE BUREAUCRACY Support Staff ADHOCRACY
- 38. The Organizing Process C/D/DC/I/T (c) 2010
- 39. 1. Consider Plans & Goals C/D/DC/I/T (c) 2010 To establish a partnership business engaged in the production of children’s shoes
- 40. 2. Determine Work Activities C/D/DC/I/T (c) 2010 Production Delivery Selling Maintaining Personnel Training Accounting Advertising Recruitment Purchasing Compensating Budgeting Quality Control
- 41. 3. Classify & Group Activities C/D/DC/I/T (c) 2010 MARKETING OPERATIONS FINANCE HUMAN RESOURCES >Selling >Advertising >Delivery >Production >Purchasing >Quality control >Accounting >Budgeting >Compensating >Recruitment >Training >Maintaining personnel Functional Departmentalization
- 42. 5. Design hierarchy C/D/DC/I/T (c) 2010
- 43. 6. Staffing C/D/DC/I/T (c) 2010
- 45. Organizational Structure C/D/DC/I/T (c) 2010 Formal system of tasks, reporting relationships Controls, coordinates, motivates employees Achieve organization’s goals
- 46. Purpose of the Structure Defines relationships between tasks and authority Defines formal reporting relationships, levels of hierarchy, span of control Defines individual departments Defines systems that affects the organization C/D/DC/I/T (c) 2010
- 47. Departmentalization:Simple Numbers C/D/DC/I/T (c) 2010
- 49. Departmentalization: Function C/D/DC/I/T (c) 2010
- 50. Departmentalization: Geography C/D/DC/I/T (c) 2010
- 51. Departmentalization: Customer C/D/DC/I/T (c) 2010
- 53. Departmentalization: Product C/D/DC/I/T (c) 2010
- 55. Formal System C/D/DC/I/T (c) 2010 Planned structure Lines of responsibility, authority, and position Establish patterned relationships among components Can be described through: Organizational Chart Policy Manual Departments
- 56. Informal System C/D/DC/I/T (c) 2010 Based on needs, sentiments, and interests of people Vulnerable to expediency, manipulation and opportunism More subtle and invisible in the organizational chart Can be classified as: Horizontal = same department or same level Vertical = different levels Mixed = combination of both
- 57. Formal vs Informal Organizations FORMAL INFORMAL Have planned structure Deliberate attempts to create patterned relationships Usually shown by a chart Advocated by traditional theory Not formally planned Arise spontaneously as a result of interactions Not depicted in a chart Stressed by human relation theory C/D/DC/I/T (c) 2010