Beruflich Dokumente
Kultur Dokumente
11
Basic Elements of
Organizing
PowerPoint Presentation
by Charlie Cook
With specialization:
20 workers make 100,000 pins a day.
1 worker = 5,000 pins
20 pins vs. 5,000 pins per worker
• High-quality work
Experienced performance
• Autonomy responsibility
for outcomes
of the work • High satisfaction
with the work
Knowledge of the
• Feedback actual results of • Low absenteeism
work activities and turnover
Figure 11.1
Copyright © by Houghton Mifflin Company. All rights reserved. 11–9
Alternatives to Specialization (cont’d)
• Work Teams
– An alternative to job specialization that allows the entire
group to design the work system it will use to perform an
interrelated set of tasks.
President
Computers Software
Northwest U.S. Southwest U.S. Central U.S. Southeast U.S. Northeast U.S.
Figure 11.2
Copyright © by Houghton Mifflin Company. All rights reserved. 11–13
Product Departmentalization Form
• Product Departmentalization
– The grouping of activities around products or product
groups.
• Advantages • Disadvantages
– All activities associated – Managers may focus on
with one product can be their product to the
integrated and exclusion of the rest of the
coordinated. organization.
– Speed and effectiveness of – Administrative costs may
decision making are increase due to each
enhanced. department having its own
– Performance of individual functional-area experts.
products or product
groups can be assessed.
Customer Location
Tall Organization
President
Flat Organization
President
Figure 11.3
Copyright © by Houghton Mifflin Company. All rights reserved. 11–22
Determining the Appropriate Span:
Factors Influencing the Span of Management
1. Competence of supervisor and subordinates (the greater the
competence, the wider the potential span).
2. Physical dispersion of subordinates (the greater the dispersion,
the narrower the potential span).
3. Extent of nonsupervisory work in a manager’s job (the more
nonsupervisory work, the narrower the potential span).
4. Degree of required interaction (the less required interaction, the
wider the potential span).
5. Extent of standardized procedures (the more procedures, the
wider the potential span).
6. Similarity of tasks being supervised (the more similar the tasks,
the wider the potential span).
7. Frequency of new problems (the higher the frequency, the nar-
rower the potential span).
8. Preferences of supervisors and subordinates.
Table 11.1
Copyright © by Houghton Mifflin Company. All rights reserved. 11–23