4. DEFINITION
The act of rearranging element following
one or more rule.
กระบวนการแบ่งงานสําหรับบุคคล ซึ่งต้องอาศัย
ความถนัดหรือความชํานาญเฉพาะด้าน มีการจัด
วางโครงสร้างและความสัมพันธ์ระหว่างบุคคล
กลุ่มคน
ตลอดจนกําหนดอํานาจหน้าที่ ความรับผิดชอบ
ลดหลั่นกันไปตามสายบังคับบัญชา เพื่อให้ทุกคน
สามารถปฏิบัติงานให้บรรลุผลสําเร็จตามที่
องค์การกําหนดไว้
7. DEFINITION
The act of rearranging element following
one or more rule.
กระบวนการแบ่งงานสําหรับบุคคล ซึ่งต้องอาศัย
ความถนัดหรือความชํานาญเฉพาะด้าน มีการจัด
วางโครงสร้างและความสัมพันธ์ระหว่างบุคคล
กลุ่มคน
ตลอดจนกําหนดอํานาจหน้าที่ ความรับผิดชอบ
ลดหลั่นกันไปตามสายบังคับบัญชา เพื่อให้ทุกคน
สามารถปฏิบัติงานให้บรรลุผลสําเร็จตามที่
องค์การกําหนดไว้
8. DEFINITION
The act of rearranging element following
Work specialization
one or more rule.
Departmentalization
กระบวนการแบ่งงานสําหรับบุคคล ซึ่งต้องอาศัย
ความถนัดหรือความชํานาญเฉพาะด้าน มีการจัด Chain of command
วางโครงสร้างและความสัมพันธ์ระหว่างบุคคล
กลุ่มคน Span of control
ตลอดจนกําหนดอํานาจหน้าที่ ความรับผิดชอบ
Centralization VS
ลดหลั่นกันไปตามสายบังคับบัญชา เพื่อให้ทุกคน
Decentralization
สามารถปฏิบัติงานให้บรรลุผลสําเร็จตามที่
องค์การกําหนดไว้ Formalization
19. THE ORGANIZING PROCESS
STEP 1 STEP 2
Reflect on plans Establish major
and objectives task
STEP 5 STEP 3
Evaluate result of Divide major task
organizing strategy into subtasks
STEP 4
Allocate
resources and
directives for
subtasks
21. DEPARTMENTALIZATION
Functional departmentalization Product departmentalization
President President
Marketing Finance Service Antibiotics Cardiology Neurology
Geographic departmentalization Processing departmentalization
President President
North Central South Reception Service Cashier
23. SPAN OF MANAGEMENT
Top
manager
Top
Height
manager Manager 1 Manager 2
A B C D E F A B C D E F
Factor has tendency to Factor has tendency to
Factor increase span of decrease span of
management when- management when-
1.Similarity of function 1.Subordinates have similar function 1.Subordinates have different functions
2. Geographic contiguity 2.Subordinates are physically close 2.Subordinates are physically distant
3.Complexity of function 3..Subordinates have simple tasks 3.Subordinates have complex tasks
4.Coordinating 4. Work of subordinates needs little 4. Work of subordinates needs much
coordination coordination
5.Planning
5. Manager spends little time planning 5. Manager spends much time planning
25. CENTRALIZATION VS DECENTALIZATION
More centralization More decentralization
Environment is stable Environment is complex, uncertain.
Lower-level managers are not as capable or experienced at Lower-level managers are capable and experienced at making
making decision as upper-level managers decision.
Lower-level managers do not want to have a say in decisions. Lower-level managers want a voice in decisions.
Decisions are significant. Decisions are relatively minor
Corporate culture is open to allowing managers to have say
Organization is facing a crisis or the risk of company failure.
what happens
Company is large Company is geographically dispersed
Effective implementary of company strategies depends on Effective implementation of company strategies depends on
manager retaining say over what happens. manager having involvement and flexibility to make decisions.
28. TRADITIONAL ORGANIZATION
Simple structure
• Low departmentalization Strength: Fast, flexible, inexpensive to maintain; clear
accountability
• Wide span of control Weakness: Not appropriate as organization glow; reliance
• Authority centralized in a single person on one person is risky
• Low formalization
Functional structure Strength: Cost-saving advantage from specialization and
• Specialization employees are group with other who have similar tasks
• Increasingly bureaucratic Weakness: Pursuit of functional goals can cause managers
to loss sight of what’s best for overall organization
• Functional departmentalization
Divisional structure Strength: Focuses on result- division managers are
• Independent responsible for what happens to their products and services
• Product/customer/geographical/process Weakness: Duplication of activities and resources
departmentalization increases costs and reduces efficiency
29. CONTEMPORARY ORGANIZATION
Team-based structure
Learning organization
Matrix structure Organization design
• Boundaryless
• Teams
• Empowerment
Project structure Organization culture
Information sharing
• Strong mutual relationship Learning • Open
• Sense of community organization • Timely
• Caring • Accurate
• Trust
Autonomous internal unit Leadership
• Shared vision
•Collaboration
Boundaryless organization
31. RESPONSIBILITY
Dividing job activities Responsible manager
•The functional similarity method
•Examine objectives Behavior with subordinates Behavior with upper management
•Designate activities necessary to reach • Take complete charge of their work • Accept criticism for mistakes and buffer
groups their groups from excessive criticism
objectives • Pass praise and credit along to • Ensure that their groups meet
•Design jobs by grouping similar activities subordinates management expectations and objectives
•Make individuals responsible for performing • Stay close to problems and activities
jobs • Take actions to maintain productivity
and are willing to terminate poor
•Functional similarity and responsibility performers if necessary
Clarifying job activities Behavior with other groups Personal attitudes and values
•General responsibility • Make sure that any gaps between their • Identity with the group
areas and those of other managers are • Put organizational goals ahead of
•Operating responsibility surely filled personal desires or activities
•Specific responsibility • Perform tasks for which there is no
immediate reward but that help
•Must be consulted subordinates, the company and both
•May be consulted • Conserve corporate resources as if the
•Must be notified resources were their own
•Must approve
32. AUTHORITY
Type of authority Hospital board
• Line authority
• Staff authority
• Functional authority
Medical staff
Chief of staff CEO
Medical staff Unit management team
Executive committee
Medical Chief clinical nurse
Director Services
Surgical of nursing departments
Clinical services (Indirect)
Pediatrics Unit medical advisor
department
Ob. Gyn. Administrator assistant
Dental hospital
33. DELEGATION
•Give employee freedom to pursue tasks in their own Centralization VS Decentralization
way
•Establish mutually agreed-upon results and performance
standards for delegated tasks Degree of
•Encourage employees to take an active role in defining, Maximum No
delegation in delegation delegation in
implementing, and communicating progress on tasks
•Entrust employees with completion for whole projects organization organization
or tasks whenever possible
•Explain the relevance of delegated tasks to larger
projects or to department or organization goals
•Give employees the authority necessary to accomplish
tasks
•Allow employees access to all information, people, and Decentralization Degree of Centralization
departments necessary to perform delegated tasks organization organization
•Provide training and guidance necessary for employees centralization
to complete delegated tasks satisfactorily and
•When possible, delegate task on the basis of employee decentralization
interests
34. การกระจายอํานาจ
• Decentralization is the process of dispersing decision-making governance
closer to the people and/or citizens. It includes the dispersal of administration
or governance in sectors or areas like engineering, management science ,
political science, political economy, sociology and economics. Decentralization is
also possible in the dispersal of population and employment.
36. Administrative decentralization
Deconcentration is the weakest form of decentralization and is used most frequently in unitary
states—redistributes decision making authority and financial and management responsibilities
among different levels of the national government. It can merely shift responsibilities from
Deconcentration central government officials in the capital city to those working in regions, provinces or
districts, or it can create strong field administration or local administrative capacity under the
supervision of central government ministries.
Delegation is a more extensive form of decentralization. Through delegation central governments transfer
responsibility for decision-making and administration of public functions to semi-autonomous organizations
not wholly controlled by the central government, but ultimately accountable to it. Governments delegate
responsibilities when they create public enterprises or corporations, housing authorities, transportation
Delegation authorities, special service districts, semi-autonomous school districts, regional development corporations,
or special project implementation units. Usually these organizations have a great deal of discretion in
decision-making. They may be exempted from constraints on regular civil service personnel and may be able
to charge users directly for services.
Devolution is an administrative type of decentralisation. When governments devolve functions, they
transfer authority for decision-making, finance, and management to quasi-autonomous units of local
government with corporate status. Devolution usually transfers responsibilities for services to local
governments that elect their own elected functionaries and councils, raise their own revenues, and have
Devolution independent authority to make investment decisions. In a devolved system, local governments have clear and
legally recognized geographical boundaries over which they exercise authority and within which they
perform public functions. Administrative decentralization always underlies most cases of political
decentralization.
