• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
4 pom kc 13 sep. 2010
 

4 pom kc 13 sep. 2010

on

  • 758 views

 

Statistics

Views

Total Views
758
Views on SlideShare
758
Embed Views
0

Actions

Likes
1
Downloads
38
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • Departmentalization – functions, products, service lines, geography, customer, etc

4 pom kc 13 sep. 2010 4 pom kc 13 sep. 2010 Presentation Transcript

  • Principles of Management
  • ORGANISING
  • Chain of Command
    AUTHORITY < RESPONSIBILITY
  • Chain of Command
    AUTHORITY > RESPONSIBILITY
  • Chain of Command
    AUTHORITY = RESPONSIBILITY
  • Concepts in organizing
    Purpose of a structure
    Formal & informal structures
    Narrow & wide span of control
    Departmentalization
    Line & Staff
    Delegation - decentralization
  • Purpose of the Structure
    Defines relationships between tasks and authority
    Defines formal reporting relationships, levels of hierarchy, span of control
    Defines individual departments
    Defines systems that affects the organization
  • Formal System
    Planned structure
    Lines of responsibility, authority, and position
    Establish patterned relationships among components
    Can be described through:
    Organizational Chart
    Policy Manual
    Departments
  • Informal System
    Based on needs, sentiments, and interests of people
    Vulnerable to expediency, manipulation and opportunism
    More subtle and invisible in the organizational chart
    Can be classified as:
    Horizontal = same department or same level
    Vertical = different levels
    Mixed = combination of both
  • Formal vs Informal Organizations
    Not formally planned
    Arise spontaneously as a result of interactions
    Not depicted in a chart
    Stressed by human relation theory
    Have planned structure
    Deliberate attempts to create patterned relationships
    Usually shown by a chart
    Advocated by traditional theory
    FORMAL
    INFORMAL
  • Span of Control
    Span of 8
    (Classical)
    Span of 4
    (Contemporary)
  • Classical Viewpoint
    SPAN OF 8
    Base level = 4096
    Managers (levels 1-4) = 585
  • Contemporary Viewpoint
    SPAN OF 4
    Base level = 4096
    Managers (levels 1-6) = 1365
  • Departmentalization
    Putting specialists together
    Direction of a manager
    Departmentation
    Process
    Setting up and establishing departments
  • Departmentalization
    Can be done by:
    Function
    Geography / Territory
    Customers
    Product
    Flexibility (Matrix)
    SBUs
    Virtual
  • Organizing Process
  • Identify Activities
    Production
    Delivery
    Selling
    Maintaining Personnel
    Training
    Accounting
    Advertising
    Recruitment
    Purchasing
    Compensating
    Budgeting
    Quality Control
  • Classify Activities in Departments
    MARKETING
    OPERATIONS
    FINANCE
    HUMAN RESOURCES
    >Selling
    >Advertising
    >Delivery
    >Production
    >Purchasing
    >Quality control
    >Accounting
    >Budgeting
    >Compensating
    >Recruitment
    >Training
    >Maintaining personnel
  • Matrix Structure
    Represents the most fluidsystem – dots are individuals or groups
    Can function on different levels according to the requirements of the task – project
  • Matrix structure
    Pluses (loaning employees)
    Allows to share information more readily across task boundaries
    Allows for specialization that can increase depth of knowledge
    Minuses:
    Employees can get confused – conflicting loyalties
    To overcome: managers/parties must work closely together
  • Centralization & Decentralization
  • Centralization & Decentralization