Documenti di Didattica
Documenti di Professioni
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and Design
Definition
Koontz- is the establishment of authority and
responsibility with the provision of coordination between them, both vertically and horizontally in the enterprise structure. Joseph- is a structure and process by which a cooperative group of human beings allocates its tasks among its members, identifies relationships and integrate its activities towards common objectives.
Purpose of Organizing
Divides work to be done into specific jobs and
departments Assigns tasks and responsibilities associated with individual jobs Coordinates diverse organizational tasks Establishes relationships among individuals, groups, and departments Establishes formal lines of authority Allocates organizational resources
PRINCIPLES OF ORGANISING
Unity of objectives Efficiency Span of control or span of management Division of work allocation of task Coordination Scalar Principle or Chain of command Unity of direction Delegation Responsibility Balance b/w centralization & decentralization Communication Flexibility Continuity Exception principle
are divided into separate jobs with each step completed by a different person
Departmentalization by Type
Functional Grouping jobs by functions performed
Product Grouping jobs by product line Geographical Grouping jobs on the basis of territory or geography
Process
Grouping jobs on the
Chain of Command The continuous line of authority that extends from upper levels of an organization to the lowest levels of the organization and clarifies who reports to whom
to do and to expect them to do it Responsibility The obligation or expectation to perform. Responsibility brings with it accountability (the need to report and justify work to managers superiors) Unity of Command The concept that a person should have one boss and should report only to that person Delegation The assignment of authority to another person to carry out specific duties
1. 2. 3. 4. 5.
Define assignments and delegate authority in light of results expected Select the person in light of the job to be done Maintain open lines of communication Establish proper controls Reward effective delegation and successful assumption of authority
essential activities of the organization, including production and sales. Line managers have the authority to issue orders to those in the chain of command
The president, the production manager, and the sales
cannot issue orders to those in the chain of command (except those in their own department)
Skills and abilities of the manager and the employees Characteristics of the work being done- routine Similarity of tasks Complexity of tasks Physical proximity of subordinates Standardization of tasks Sophistication of the organizations information system Strength of the organizations culture Preferred style of the manager
employees
organization are standardized and the extent to which employee behavior is guided by rules and procedures
Highly formalized jobs offer little discretion over what
is to be done Low formalization means fewer constraints on how employees do their work
Differentiation
Differences
in attitudes and working styles, arising naturally among members of different departments, that can complicate coordination of an organization's activities.
Integration
The
scalar, military or vertical orgn. Can be of 2 types: 1)Pure Line : similar activities are performed at a particular level without assistance of other Production Manager
Foreman-A Foreman C Workers Workers Foreman B
Workers
divided into different groups on the basis of similarity of activities subject to control of 1 departmental head. Production manager
Staff authority is the right to advise or counsel those with line authority. Refers to pattern in which staff specialists advise line manegers to perform their duties. Depicted as:
Manager-Finance
General Manager
ManagerPersonnel
Manager-Production
3)Functional Orgn.
Headquaters
Production Marketing Finance Personal
Plant-1
Plant- 2
Plant-3
P M F
M F
Functional Organisation:The difficulty of the line organisation in securing suitable chief executive was overcome by F.W. Taylor who formulated the Functional type of organisation- , the whole task of managemen and direction of subordinates should be divided according to the type of work involved. As far as the workman
was concerned, instead of coming in contact with the management at one point only, he was to receive his
daily orders and help directly from eight different bosses; The four specialists or bosses in the planning room are: 1. Route Clerk: To lay down the sequence of operations and instruct the workers concerned about it. 2. Instruction Card Clerk: To prepare detailed instructions regarding different aspects of work.
3. Time and Cost Clerk: To send all information relating to their pay to the workers and to secure proper returns of work from them. 4. Shop Disciplinarian: To deal with cases of breach of discipline and absenteeism.
1.Gang Boss: To assemble and set up tools and machines and to teach the workers to make all their perso motions in the quickest and best way. 3. Repair Boss: To ensure that each worker keeps his machine in good order and maintains cleanliness around him and his machines. 4. Inspector: To show to the worker how to do the work
2. Speed Boss: To ensure that machines are run at their best speeds and proper tools are used by the work
4. Project Organisation
Project A Quality control control Contract administration Contract administration R&D R&D Scheduling Scheduling Manufacturing
Organizational Designs
Mechanistic Versus Organic Organization
Mechanistic
High Specialization Rigid Departmentalization Clear Chain of Command Narrow Spans of Control Centralization High Formalization
Organic Cross-Functional Teams Cross-Hierarchical Teams Free Flow of Information Wide Spans of Control Decentralization Low Formalization
A Definition of Power
Power The ability to exert influence; that is, the ability to change the attitudes or behavior of individuals or groups . A capacity that A has to influence the behavior of B so that B acts in accordance with As wishes. Dependency
Sources of Power
Legitimate Power
The power a person receives as a result of his or her position in the formal hierarchy of an organization. Coercive Power A power base dependent on fear.
Reward Power Compliance achieved based on the ability to distribute rewards that others view as valuable
Sources of Power
Expert Power
Influence based on special skills or knowledge. Referent Power
and in an organisation it refers to the right to make decisions which are binding on others (Obholzer, 1994).
Authority
It is institutional right to
It is a ability to command
& influence behavior of another It rests with persons, in their individual capacities It doesn't follow any hierarchy Power, being personalized attribute, can not be delegated Emerges because of personal factors May exist between any 2 persons
Delegation
Transfering formal authority from one position to
Reject
Acceptanc e Condition
Accept
Creation of responsibility
Organizational Designs
Organizational Designs
Traditional
Contemporary
Divisional Structure Composed of separate business units or divisions with limited autonomy under the coordination and control of the parent corporation
(contd)
Boundaryless Organization A flexible and an unstructured organizational design that is intended to break down external barriers between the organization and its customers and suppliers Removes internal (horizontal and vertical) boundaries Eliminates external boundaries
Design Engineering
Alpha Project Beta Project Gamma Project Omega Project
Contract Administration
Accounting
continuously learn, adapt, and change through the practice of knowledge management by employees Characteristics of a learning organization:
An open team-based organization design that empowers
employees Extensive and open information sharing Leadership that provides a shared vision of the organizations future; support; and encouragement A strong culture of shared values, trust, openness, and a sense of community
Co-ordination
Linking of two or more organizational members
and/or work units so that they function well together Two main types of co-ordination are:
Vertical coordination
Horizontal Coordination
Vertical Coordination:
Linking work units (individual, team, departments) separated by hierarchical level Horizontal Coordination: Linking work units (individual, team, departments) at the same hierarchical level
Coordination by leadership
Coordination by committees Staff meetings Special Coordinators Self- coordination