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5   organizing (part 1)
 

5 organizing (part 1)

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    5   organizing (part 1) 5 organizing (part 1) Presentation Transcript

    • Part 3 Organizing Challenges in the 21st Century Chapter 7 Organizing for Effectiveness and Efficiency PowerPoint Presentation by Charlie Cook The University of West Alabama © 2007 Thomson/South-Western. All rights reserved.
    • LEARNING OBJECTIVES When you have finished studying this chapter, you should be able to: 1. Explain why organizing is an important managerial function, describe the process of organizing, and outline the primary stages of the process. 2. Discuss the concept of job design and identify the core job dimensions that define a job. 3. Explain how and why the perspectives on job design have evolved. 4. Describe the job-design approaches that came from the classical management, behavioral management, and employee/work team–centered perspectives. © 2007 Thomson/SouthWestern. All rights reserved. 7–2
    • LEARNING OBJECTIVES (cont’d) When you have finished studying this chapter, you should be able to: 1. Understand both the vertical and horizontal associations that exist between individuals and work groups within the organization. 2. Define delegation and discuss why it is important for managers to delegate. 3. Explain why managers often fail to delegate and suggest methods for improving delegation skills. © 2007 Thomson/SouthWestern. All rights reserved. 7–3
    • What is Organizing? • Organizing  The process of determining:  The tasks to be done.  Who will do them.  How those tasks will be managed and coordinated. © 2007 Thomson/SouthWestern. All rights reserved. 7–4
    • Figure 7.1 The Process of Organizing © 2007 Thomson/SouthWestern. All rights reserved. 7–5
    • Job Design • The set of tasks and activities that are grouped together to define a particular job. • Job descriptions detail the responsibilities and tasks associated with a given job. © 2007 Thomson/SouthWestern. All rights reserved. 7–6
    • Table 7.1 Job Description of a Director of Internet Communications • Develop and implement communication projects, content through completion. • Develop editorial and graphical guidelines for communication projects. • Monitor compliance with adherence to communication guidelines. • Ensure that all communications are consistent in message and tone. • Direct technical staff in other departments. • Monitor developments in technology/communication media. • Perform related duties as assigned. © 2007 Thomson/SouthWestern. All rights reserved. 7–7
    • Table 7.2 The Core Dimensions of a Job Core Job Dimension Skill variety Task identity Task significance Effect of Dimension Autonomy Responsibility for outcomes of the work Feedback Knowledge of results of the work activities © 2007 Thomson/SouthWestern. All rights reserved. Meaningfulness of the work Source: Adapted from J. R. Hackman, G. Oldham, R. Janson, and K. Purdy, “A New Strategy for Job Enrichment.” Copyright © 1975 by the Regents of the University of California. Reprinted from California Management Review 17 (1975): 4. By permission of The Regents. 7–8
    • Core Job Dimensions • Skill Variety  The degree to which a job challenges the job holder to use various skills and abilities. • Task Identity  The degree to which a job requires the completion of an identifiable piece of work. • Task Significance  The degree to which a job contributes to the overall efforts of the organization. © 2007 Thomson/SouthWestern. All rights reserved. 7–9
    • Core Job Dimensions (cont’d) • Autonomy  The degree to which job holders have freedom, independence, and decision-making authority. • Feedback  The information provided to job holders regarding the effectiveness of their efforts. © 2007 Thomson/SouthWestern. All rights reserved. 7–10
    • The Evolution of Job Design Theory • The production worker has now become the knowledge worker.  Classical Perspectives  Behavioral Management Perspectives  Employee-Centered and Team-Centered Perspectives © 2007 Thomson/SouthWestern. All rights reserved. 7–11
    • Classical Perspectives • Focus on efficiency. • Born of classical management and scientific management theories based on the concepts of division of labor and specialization.  Jobs are highly structured and rigidly defined. © 2007 Thomson/SouthWestern. All rights reserved. 7–12
    • Table 7.3 Potential Advantages and Disadvantages of Job Specialization © 2007 Thomson/SouthWestern. All rights reserved. 7–13
    • Behavioral Perspectives • Focus on motivation, satisfaction, and productivity.  Became popular during the movement toward the human relations school of thought.  Led to the development of more innovative approaches to job design including:  Job enlargement  Job enrichment  Job rotation © 2007 Thomson/SouthWestern. All rights reserved. 7–14
    • Job Enlargement • Programs designed to broaden job scope.  Job scope refers to the number of different activities required in a job and the frequency with which each activity is performed.  Job enlargement  Is to increase the tasks and responsibilities associated with a given job and provide greater challenge for the employee.  Is considered as a means of enriching jobs, making jobs more interesting that can lead to better productivity.  However, reducing job scope can sometimes have a positive impact on productivity and job satisfaction. © 2007 Thomson/SouthWestern. All rights reserved. 7–15
    • Job Depth and Job Enrichment • Job Depth  Refers to the degree of control given to a job holder to perform their job.  Closes the gap between planning, doing and controlling a particular set of activities.  Jobs that have high job depth typically rate more favorably on the core job dimensions than jobs with low job design. • Job Enrichment  Adding tasks to a job that require a wider range of skills  It is an effective means of motivating employees and improving job satisfaction. © 2007 Thomson/SouthWestern. All rights reserved. 7–16
    • Job Rotation • Assigning individuals to a variety of job positions.  Employees rotate through a number of job positions that are at approximately the same level and have similar skill requirements.  While job rotation has proven particularly beneficial in manufacturing settings, it can also be used effectively in service organizations. © 2007 Thomson/SouthWestern. All rights reserved. 7–17
    • Participatory Perspectives • Focus on quality. • Are not intended to replace previous methods of job design rather to supplement both the mechanistic and the behavior theories of job design. • The most popular approaches are:  Employee-centered work redesign  Self-managed teams © 2007 Thomson/SouthWestern. All rights reserved. 7–18
    • Business Process Reengineering • A method of enhancing competitiveness through improved product and service quality and operational efficiency.  A process of assessing company’s operations and rebuilding the organization system with a focus on:  Improving efficiency.  Identifying redundancies.  Eliminating non-value added activities.  Reducing waste in all possible ways.  Execution of reengineering has proven difficult for many companies. © 2007 Thomson/SouthWestern. All rights reserved. 7–19
    • Employee-Centered Work Redesign • Links the mission of the organization with the needs of the individual by allowing employees to design their work roles to benefit the organization and themselves. • Benefits of redesign include:  Improved productivity and job satisfaction.  Fosters a climate that supports cooperation between individuals and work groups.  Consistent with quality improvement efforts.  Helps employees achieve work/life balance. © 2007 Thomson/SouthWestern. All rights reserved. 7–20
    • Self-Managed Teams • Shifts the focus from the individual to the work group.  Responsibility for a substantial portion of the organization’s activities is assigned to a team of individuals who must determine the best way to fulfill those responsibilities.  Self-managed teams are considered cross-functional teams. © 2007 Thomson/SouthWestern. All rights reserved. 7–21
    • Organizational Relationships • The working relationships that exist within an organization affect how its activities are accomplished and coordinated. • These relationships are defined by:  Chain of command  Span of control  Line and staff responsibilities  Delegation © 2007 Thomson/SouthWestern. All rights reserved. 7–22
    • Chain of Command and Unity of Command • Chain of Command  The line of authority and responsibility that flows throughout the organization. • Scalar Principle  Subordinates at every level should follow the chain of command and communicate with their superior only through immediate or intermediate superior • Unity of Command  A principle that each employee in the organization is accountable to one, and only one, supervisor. © 2007 Thomson/SouthWestern. All rights reserved. 7–23
    • Span of Control • The number of employees reporting to a particular manager.  In theory, when tasks are very complex, span of control should be relatively narrow. This is call Narrow / Tall Span of Control  In contrast, where jobs are highly standardized and routine (low complexity), a manager will not need to spend as much time supporting individual subordinates, and the span of control may be larger. This is called Wide / Flat Span of Control © 2007 Thomson/SouthWestern. All rights reserved. 7–24
    • Narrow / Tall Span of Control • Refers to few subordinates reporting to an immediate superior • Allows greater control and coordination • Able to encourage specialization of work when there is close monitoring and supevision • Used in a more stable industry and economic condition © 2007 Thomson/SouthWestern. All rights reserved. 7–25
    • Wide / Flat Span of Control • Many people or subordinates report to a particular manager. • Suitable when handling varieties of products and services, varied development plans and prevailing changing market demands. • Advantages: cost containment, quick response time and improved communication. © 2007 Thomson/SouthWestern. All rights reserved. 7–26
    • Line and Staff Responsibilities • Line Departments  Those organizational members that are directly involved in delivering the products and services of the organization. • Staff Departments  Those organizational members that are not directly involved in delivering the products and services to the organization, but provide support for line personnel. © 2007 Thomson/SouthWestern. All rights reserved. 7–27
    • Figure 7.2 Alternative Ways to Structure an Organization © 2007 Thomson/SouthWestern. All rights reserved. 7–28 Source:: Adapted from The Structuring of Organizations by Mintzberg, © 1991. Reprinted by permission of Prentice-Hall, Inc., Upper Saddle River, NJ.
    • Authority and Responsibility • Authority  The formal right inherent in an organizational position to make decisions. • Formal authority  Authority inherent in an organizational position. • Informal authority  Ability to influence others that is based on personal characteristics or skills. • Responsibility  The obligation to perform the duties assigned. © 2007 Thomson/SouthWestern. All rights reserved. 7–29
    • Accountability and Delegation • Accountability  Responsibility to the supervisor for results of decisions made and actions taken with delegated authority. © 2007 Thomson/SouthWestern. All rights reserved. 7–30
    • Accountability and Delegation • Delegation  The process of transforming the responsibility for a specific activity or task to another member of the organization, and…  Empowering that individual to accomplish the task effectively. © 2007 Thomson/SouthWestern. All rights reserved. 7–31
    • Table 7.4 Delegating Authority / Process of Delegation 1. Decide which goals/tasks to delegate.  Teach the department or organization mission.  Find a capable person.  Teach/train the person. 2. Make assignments.  Agree on mission, goals, tasks.  Establish limits (policy).  Agree on results.  Establish monitors and feedback.  Give information. 3. Grant authority to act.  Transfer right to decide.  Transfer right to commit resources.  Make it public.  Do not interfere. © 2007 Thomson/SouthWestern. All rights reserved. 7–32
    • Table 7.4 Delegating Authority / Process of Delegation (cont’d) 1. Hold responsible/accountable.  Check progress.  Treat problems and challenges as teaching/learning opportunities. 5. Monitor. • Teach. • Reward. • Communicate. • Give information. • Give resources. • Remove roadblocks. © 2007 Thomson/SouthWestern. All rights reserved. 7–33
    • Benefits of Delegation • Leads to a more involved and empowered workforce. • Improved response time as a result of decisions and information not needing to be passed up and down the organization. • Leads to better decision making. • Provides opportunity for employee to develop analytical and problem solving skills. • Provides managers the opportunity to accomplish more complicated, difficult, or important tasks. © 2007 Thomson/SouthWestern. All rights reserved. 7–34
    • Reasons for Failing to Delegate • The “time crunch.” • Lack of confidence in the abilities of subordinates. • Managers try to avoid the potential pitfalls of dual accountability. • Managers may be insecure about their own value to the organization. © 2007 Thomson/SouthWestern. All rights reserved. 7–35
    • Learning to Delegate Effectively 1. Match the employee to the task. 2. Be organized and communicate clearly. 3. Transfer authority and accountability with the task. 4. Choose the level of delegation carefully. © 2007 Thomson/SouthWestern. All rights reserved. 7–36
    • Figure 7.3 Degree of Delegation © 2007 Thomson/SouthWestern. All rights reserved. Source: Adapted from M. E. Haynes, “Delegation: There’s More to It Than Letting Someone Else Do It!” 9–15. Reprinted, by permission of publisher, from Supervisory Management, January 1980. © 1980, American Management Association, New York. All rights reserved. 7–37
    • Implications for Leaders: Organizing Tips • Identify the tasks and activities that must be completed in order for goals to be achieved. • Design jobs so that job holders will find their jobs interesting and challenging. • Understand the potential advantages and disadvantages of specialization, job enlargement, job enrichment, and job rotation. • Understand the importance of chain of command and span of control. • All successful managers delegate authority. Learn how to delegate well and hold people accountable. © 2007 Thomson/SouthWestern. All rights reserved. 7–38