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GROUP MEMBERS
MIHIR BABARIA
DHARAM JOSHI PURAV NANAVATI
05
23 38
RICKEN RAMCHANDANI
JEET SHAH SWARALI THIPSAY
41
51 58
ORGANIZING
The process of deploying resources to achieve strategic goals
ORGANIZING CHART
ORGANIZING CHART
The division of work
Supervisory relationships Communication channels
Major subunits
Levels of management
Communication techniques
Amount of personal contact needed
DEPARTMENTATION
The process by which similar activities of the business are grouped into units for the purpose of facilitating smooth administration at all levels
DEPARTMENTATION BY TYPE
Functional
Grouping jobs by functions performed
Process
Grouping jobs on the basis of product or customer flow
Product
Grouping jobs by product line
Customer
Grouping jobs by type of customer and needs
Geographical
Grouping jobs on the basis of territory or geography
1. PRODUCT DEPARTMENTATION
+ + +
Allows specialization in particular products and services Managers can become experts in their industry Closer to customers Duplication of functions Limited view of organizational goals
2.FUNCTIONAL DEPARTMENTATION
The grouping of common & homogeneous activities to form an organizational unit is known as functional departmentation
The functional departmentation will include both line function as well as staff function
3.TERRITORIAL/GEOGRAPHICAL DEPARTMENTATION
Territorial departmentation is attractive to large scale firms or enterprises whose activities are physically or geographically dispersed. All the activities of given area of operation are grouped into zones, divisions, branches, etc This structure is most often used in sales & production
ADVANTAGES More effective and efficient handling of specific regional issues that arise Serve needs of unique geographic markets better
DISADVANTAGES Duplication of functions Can feel isolated from other organizational areas
4. CUSTOMER DEPARTMENTATION
Customer based departmentation is basically market oriented in which department are created around the market served or around marketing channel Customers are the key to the way activities are grouped
5. PROCESS DEPARTMENTATION
When production activities involve the use of several distinctive processes, this can be used as the base for grouping of activities
ADVANTAGES Machine can be used effectively Economy in operation No duplication of activities Principle of specialization & division of labor is followed
MATRIX ORGANIZATION
Specialists from different functional departments are assigned to work on projects led by project managers. Matrix and project participants have two managers. In project structures, employees work continuously on projects; moving on to another project as each project is completed.
LINE/STAFF AUTHORITY
Knowledge Referent
Reward Coercive
FUNCTIONAL AUTHORITY
Delegation of functional authority
Benefits of Staff
Limitations of Staff Underestimating Line Authority Blame Game No practise Only preach Managerial issues
Decentralization
Centralization
Higher
Desire for Independence Availability of managers Control Techniques Decentralized performance Business Dynamics The Pace of change Environmental Influences
DECENTRALIZATION
A DVA NTAGES
L I M I TATIONS
More freedom and independence to managers Facilitates product diversification Facilitates setting up of Profit centers
DELEGATION OF AUTHORITY
Delegation of decision making power to subordinates by their seniors
Process of Delegation
Determining the results expected from a position Assigning tasks to the position Delegating authority for accomplishing these tasks Holding the person responsible for the accomplishment of the task
SPLINTERED AUTHORITY
Shared control of the same decisions between two or more individuals or organizations It exists when a decision cannot be made without pooling the authority of two or more managers Splintered Authority cannot be wholly avoided in decision making
However recurring decisions may be an evidence that authority is not delegated properly and some reorganization is required
2) Wasteful
3) Inefficient
Solving this problem requires great managerial skill, careful attention to principles and patient teaching of personnel.
HOW? Understanding Authority Relationships Making line listen to staff
Decision making
Task achievement Leadership Review of team processes
POSITION DESCRIPTIONS
Positions description furnishes a standard against which it can be judged if a position is necessary, its organizational level and exact location in the structure Benefits: 1. Duties are brought into focus
2.
3. 4.
THE GRAPEVINE
It is a form of informal and unstructured communication
It is usually based on rumours
Is spontaneous
ADVANTAGES
Gives quick feedback Provides an emotional supportive value Enhances group cohesiveness
No formal control
DISADVANTAGES Information
need not be true Can harm the organizations goodwill
No evidence
They should find out what information is being circulated in the grapevine
They should feed the accurate information and correct any false information that is being circulated
ORGANIZATION CULTURE
The values and behaviours that contribute to the unique social and psychological environment of an organization
LEADERSHIP STYLE
Forms organizational environments
Forms ideologies
Increases integration
Increases commitment
Improves co-ordination
MANAGEMENT SYSTEMS
It is a framework of processes and procedures used to ensure that an organization can fulfill all tasks required to achieve its objectives Burns and Stalker proposed two contrasting forms of management systems to suit different conditions:
An organization may oscillate from one end to the other end as transitions occurs in its conditions
MECHANISTIC
Stable Individual Simple Centralized High Written Vertical Low Hierarchic
ORGANIC
Changing Joint Complex Decentralized Low( Mutual Agreement) Verbal Lateral High Network