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OF
MANAGEMENT
ORGANIZING
Planning
Organizing
Staffing
Directing
Controlling
ORGANIZATION
A formalized intentional structure of roles or
positions.
A group of people working together to create a
surplus.
People working together must fill certain roles.
The roles people are asked to fill should be
intentionally designed to ensure that required
activities are done and that activities fit together
so that people can work smoothly, effectively and
efficiently in groups.
Most managers believe they are organizing when
they establish an intentional structure.
ORGANIZING
Designing and maintaining a system of roles is
the function, organizing.
For an organizational role to exist and be
meaningful to people, it must incorporate;
Verifiable
objectives
A clear idea of the major duties or activities involved
An understood area of discretion or authority so that
the person filling the role knows what he or she can
do to accomplish goals
Provision for supplying needed information and
necessary tools
ORGANIZING
FORMAL ORGANIZATION
The intentional structure of roles in a formally
organized enterprise.
It refers to the organization structure
deliberately created by management for
achieving the objectives of enterprise.
It is a network of official authority, responsibility,
relationships and communication.
It must be flexible.
There should be room for discretion, beneficial
utilization of creative talents, recognition of
individual likes and capacities.,
INFORMAL ORGANIZATION
A network of interpersonal relationships that
arise when people associate with each other.
Chester Barnard- the functions of the executive
Any joint activity without conscious joint
purpose, although contributing to joint results.
Example:- machine shop group, the sixth floor
crowd, the Friday evening bowling gang, morning
coffee regulars.,
Determining
Advantages:
Close supervision
Close control
Fast communication
between subordinates
and superiors
Effective
Disdvantages:
Superiors tend to get too
involved in subordinates work
Many levels of management
High costs due to many levels
Excessive distance between
lowest and top level
Advantages:
Superiors are forced to
delegate
Clear policies must be
made
Subordinates must be
carefully selected
Disadvantages:
Tendency to overloaded
superiors to become decision
bottlenecks
Danger of superiors loss of
control
Requires exceptional quality of
managers
REENGINEERING THE
ORGANIZATION
the fundamental rethinking and radical
redesign of business processes to achieve
dramatic improvements in critical contemporary
measures of performance, such as cost, quality,
service and speed Michael Hammer & James
Champy.
if I were recreating this company today,
knowing what I know now and given current
technology , what would it look like?
ORGANIZATION STRUCTURE:
DEPARTMENTATION
Department designates a distinct area, division
or branch of an organization over which a
manager has authority for the performance of
specialized activities.
Grouping of activities and people into
departments makes it possible to expand
organizations.
Departments differ with respect to basic patterns
used to group activities.
DEPARTMENTATION BY
ENTERPRISE FUNCTION
DEPARTMENTATION BY
ENTERPRISE FUNCTION
FUNCTIONAL DEPARTMENTATION
Functional departmentation is the most widely
used basis for organizing activities and is present
in almost every enterprise at some level in the
organization structure.
Coordination of activities among departments
may be achieved through rules and procedures,
various aspects of planning (goals, budgets.,), the
organizational hierarchy, personal contacts and
liaison departments.
FUNCTIONAL ORGANIZATION
(MANUFACTURING COMPANY)
President
President
Assistant
Assistant to
to
president
president
Personnel
Personnel
Marketing
Marketing
Engineering
Engineering
Production
Production
Finance
Finance
Market
Market
research
research
Engg.
Engg.
Admin.
Admin.
Production
Production
planning
planning
Financial
Financial
planning
planning
Marketing
Marketing
planning
planning
Preliminary
Preliminary
design
design
Industrial
Industrial
engg.
engg.
Budgets
Budgets
Ads
Ads &
&
Promos
Promos
Electrical
Electrical
engg.
engg.
Production
Production
engg.
engg.
Sales
Sales
admin.
admin.
Mechanical
Mechanical
engg.
engg.
Purchasing
Purchasing
Sales
Sales
Quality
Quality
control
control
Tooling
Tooling
General
General
accounting
accounting
Cost
Cost
accounting
accounting
Statistics
Statistics &
&
data
data
processing
processing
DEPARTMENTATION BY
TERRITORY OR GEOGRAPHY
Grouping of activities by area or territory is
common in enterprises operating over wide
geographic areas.
Business firms resort to this method when
similar operations are undertaken in different
geographic areas, as in automobile assembling,
chain retiling and wholesaling and oil refining.
Govt. agencies like the tax dept., the central
bank, the courts and the postal service adopt this
basis of organization in their efforts to provide
like services simultaneously across the nation.
TERRITORIAL OR GEOGRAPHIC
ORGANIZATION (MANUFACTURING COMPANY)
President
President
Marketing
Marketing
Western
Western
region
region
Personnel
Personnel
South-west
South-west
region
region
Purchasing
Purchasing
Central
Central
region
region
South-east
South-east
region
region
Finance
Finance
Eastern
Eastern
region
region
Personnel
Personnel
Engineering
Engineering
Production
Production
Accounting
Accounting
Sales
Sales
DEPARTMENTATION BY CUSTOMER
GROUP
Grouping of activities that reflects a primary
interest in customers.
Customers are the key to the way activities are
grouped when each customer group is managed
by one department head.
Helps to cater to the requirements of clearly
defined customer groups.
Example:- sales dept. of a wholesaler, banks, IT
companies.
CUSTOMER DEPARTMENTATION
(BANK)
President
President
CommunityCommunitycity
city banking
banking
Corporate
Corporate
banking
banking
Real
Real estate
estate &
&
mortgage
mortgage loans
loans
Institutional
Institutional
banking
banking
Agricultural
Agricultural
banking
banking
DEPARTMENTATION BY PRODUCT
Grouping of activities according to products or
product lines, especially in multiline, large
enterprises.
This structure permits top management to
delegate to a division executive extensive
authority over the manufacturing, sales, service
and engineering functions that relate to a given
product or product line and to exact a
considerable degree of profit responsibility from
each of these managers.
This method originated because of the growth of
firms and limited span of management.
PRODUCT ORGANIZATION
(MANUFACTURING COMPANY)
President
President
Marketing
Marketing
Personnel
Personnel
Purchasing
Purchasing
Finance
Finance
Instrument
Instrument
division
division
Indicator
Indicator
lights
lights division
division
Industrial
Industrial
tools
tools division
division
Engineering
Engineering
Accounting
Accounting
Engineering
Engineering
Accounting
Accounting
Production
Production
Sales
Sales
Production
Production
Sales
Sales
Electronic
Electronic
meter
meter division
division
MATRIX ORGANIZATION
(ENGINEERING)
Director
Director of
of
engineering
engineering
Chief
Chief of
of
preliminary
preliminary
design
design
Project
Project A
A
manager
manager
Project
Project B
B
manager
manager
Project
Project C
C
manager
manager
Project
Project D
D
manager
manager
Chief
Chief
mechanical
mechanical
engineer
engineer
Chief
Chief
electrical
electrical
engineer
engineer
Chief
Chief
hydraulic
hydraulic
engineer
engineer
Chief
Chief
metallurgical
metallurgical
engineer
engineer
ORGANIZATION STRUCTURES
FOR THE GLOBAL ENVIRONMENT
Organization structures differ greatly for
enterprises operating in the global environment.
Structure depends on degree of international
orientation and commitment.
VIRTUAL ORGANIZATION
A rather loose concept of a group of independent
firms or people that are connected through,
usually, information technology.
The firms may be suppliers, customers and even
companies.
The aim of virtual organization is to gain access
to another firms competence, to gain flexibility,
to reduce risk or to respond rapidly to market
needs.
Virtual organizations coordinate their activities
through the market where each party sells its
goods and services.
BOUNDARYLESS ORGANIZATION
The purpose was to remove barriers between the
various departments as well as between domestic
and international operations.
To reward people for adopting the integration
model, bonuses were awarded to those who not
only generated new ideas but also shared them
with others.
EMPOWERMENT
Employees at all levels in the organization are
given the power to make decisions without asking
their superiors for permission.
People closest to the task are best able to make
the decision- provided that they have the
required competencies.
Empowerment is based on suggestion schemes,
job enrichment and worker participation.
Empowerment is related to delegation and both
are a matter of degree.
EMPOWERMENT
Employees and teams should accept the responsibility
for their actions and tasks.
Power should be equal to responsibility (P = R)
If P > R, this results in autocratic behavior of the
superior who is not held accountable for his or her
actions.
If P < R, this results in frustration, because the person
has not the necessary power to carry out the task for
which he or she is responsible.
Empowerment is due in part to rise in
competitiveness, the need to respond quickly to the
demands and expectations of customers and a bettereducated workforce that demands greater autonomy.
LINE AUTHORITY
Line authority gives a superior a line of authority
over a subordinate.
Scalar principle: the clearer the line of
authority, the clearer will be the responsibility
for decision-making and the more effective will be
organizational communication.
Line authority: the relationship in which a
superior exercises direct supervision over a
subordinate.
LINE AUTHORITY
General Manager
Sales Manager
Production Manager
Chief Accounts
Officer
Salesman
Foreman
Machine Shop
Foreman
Foundry
Foreman
Assembly Shop
Workers
Workers
Workers
STAFF AUTHORITY
The nature of staff relationship is advisory.
The function of people in a pure staff capacity is
to investigate, research and give advise to line
managers.
The staff can be personal staff, specialized staff or
general staff.
Legal advisor
B.O.D.
Sales manager
Accounts officer
G.M.
Personal officer
Purchase engineer
Design engineer
Industrial engineer
W.M.
Supdt. -A
F/M
Stores officer
Supdt. -B
F/M
F/M
Workers
F/M
FUNCTIONAL AUTHORITY
The right delegated to an individual or a
department to control specified processes,
practices, policies or other matters relating to
activities undertaken by persons in other
departments.
Reasons like lack of specialized knowledge, lack
of ability to supervise specified processes and
danger of diverse interpretations of policies limit
the authority of a line executive in some cases.
FUNCTIONAL AUTHORITY
Managing Director
Works Manager
Design
Engineer
Production
Engineer
Maintenance
Engineer
Purchase
Engineer
Gang
Boss
Speed
Boss
Inspecto
r Boss
Repair
Boss
Workers
DECENTRALIZATION OF
AUTHORITY
Organizational authority is merely the discretion
conferred on people to use their judgment to
make decisions and issue instructions
Decentralization: The tendency to disperse
decision making authority in an organized
structure.
It is a fundamental aspect of delegation, to the
extent that authority is delegated is
decentralized.
CENTRALIZATION AND
DECENTRALIZATION AS
TENDENCIES
Complete
centralization
(no organization structure)
Complete
decentralization
(no organization structure)
Authority delegated
Authority not delegated
DELEGATION OF AUTHORITY
Authority is delegated when a superior gives a
subordinate discretion to make decisions.
Superiors can not delegate authority they do not
possess.
The process of delegation involves;
Determining
RECENTRALIZATION