Organizing (Management Functions)

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Organizing Defined; Concepts of Organization; Elements of Organization; Organizing Process; Organizational Structure; Formal and Informal Organization

Organizing Defined; Concepts of Organization; Elements of Organization; Organizing Process; Organizational Structure; Formal and Informal Organization

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  • 1. C/D/DC/I/T (c) 2010
    MARIANOMARCOSSTATEUNIVERSITY
    COLLEGEOFBUSINESSECONOMICSANDACCOUNTANCY
    MAY2010
    JONAHCALAUSTRO
    VANESSADAMO
    CHRISTIANDELACRUZ
    SALVEILDEFONSO
    ROMMELTABILI
    MANAGEMENTFUNCTIONSORGANIZING
  • 2. C/D/DC/I/T (c) 2010
  • 3. Acc. To Chester Barnard
    function
    define the role positions, the jobs related and the coordination between authority and responsibility
    C/D/DC/I/T (c) 2010
  • 4. Acc. To Clayton State University: School of Business
    process
    creating an organization’s framework
    degree of complexity, formalization, and centralization
    C/D/DC/I/T (c) 2010
  • 5. Acc. To Medina
    management function
    structuring of resources and activities
    accomplish objectives efficiently and effectively
    C/D/DC/I/T (c) 2010
  • 6. Acc. To Attner & Morgan
    management function
    establishes relationships between activity and authority
    results to an organization
    a system acting in harmony to execute whole tasks to achieve goals effectively and efficiently
    C/D/DC/I/T (c) 2010
  • 7. Acc. To Champ Academy
    C/D/DC/I/T (c) 2010
  • 8. Importance of Organizing
    Plan implementation
    Assignment of authority, responsibility, and accountability
    Division of work
    Coordinates diverse organizational tasks
    Establish relationship among individuals, groups and departments
    Establish formal lines of authority
    Allocation and deployment of organizational resources
    C/D/DC/I/T (c) 2010
  • 9. C/D/DC/I/T (c) 2010
  • 10. Division of Labor
    Productivity
    Time
    C/D/DC/I/T (c) 2010
  • 11. Division of Labor
    HUMANDISECONOMIES
    Boredom
    Fatigue
    Stress
    Low Productivity
    Poor Quality
    Increased Absenteeism
    High Turnover
    Productivity
    Time
    C/D/DC/I/T (c) 2010
  • 12. Unity of Command
    C/D/DC/I/T (c) 2010
    Superior
    Subordinate
  • 13. Chain of Command
    C/D/DC/I/T (c) 2010
    A
    RECEIVE REPORTS
    B
    GIVE REPORTS
    C
  • 14. Chain of Command: Authority
    C/D/DC/I/T (c) 2010
    A
    B
    C
    LINE AUTHORITY
  • 15. Chain of Command: Authority
    C/D/DC/I/T (c) 2010
    A
    B
    C
    STAFF AUTHORITY
  • 16. Chain of Command: Authority
    C/D/DC/I/T (c) 2010
    A
    B
    C
    FUNCTIONAL AUTHORITY
  • 17. Chain of Command: Responsibility
    C/D/DC/I/T (c) 2010
    Responsibility
  • 18. Chain of Command:A-R Models
    C/D/DC/I/T (c) 2010
    AUTHORITY < RESPONSIBILITY
  • 19. Chain of Command:A-R Models
    C/D/DC/I/T (c) 2010
    AUTHORITY > RESPONSIBILITY
  • 20. Chain of Command:A-R Models
    C/D/DC/I/T (c) 2010
    AUTHORITY = RESPONSIBILITY
  • 21. Span of Control
    Span of 8
    (Classical)
    Span of 4
    (Contemporary)
    C/D/DC/I/T (c) 2010
  • 22. Classical Viewpoint
    SPAN OF 8
    Operatives = 4 096
    Managers (levels 1-4) = 585
    C/D/DC/I/T (c) 2010
  • 23. Contemporary Viewpoint
    SPAN OF 4
    Operatives = 4 096
    Managers (levels 1-6) = 1 365
    C/D/DC/I/T (c) 2010
  • 24. Centralization & Decentralization
    C/D/DC/I/T (c) 2010
  • 25. Centralization & Decentralization
    C/D/DC/I/T (c) 2010
  • 26. C/D/DC/I/T (c) 2010
  • 27. C/D/DC/I/T (c) 2010
  • 28. Departmentalization
    Putting specialists together
    Direction of a manager
    Departmentation
    Process
    Setting up and establishing departments
    C/D/DC/I/T (c) 2010
  • 29. C/D/DC/I/T (c) 2010
  • 30. Common Elements of Organization
    C/D/DC/I/T (c) 2010
    HENRY MINTZBERG
    McGill University
  • 31. Operating Core
    C/D/DC/I/T (c) 2010
  • 32. Strategic Apex
    C/D/DC/I/T (c) 2010
  • 33. Middle Line
    C/D/DC/I/T (c) 2010
  • 34. Technostructure
    C/D/DC/I/T (c) 2010
    Affects certain forms of standardization
    Examples:
    Time and motion engineers
    Job description designers
    Systems and procedures analysts
  • 35. Support Staff
    C/D/DC/I/T (c) 2010
    Fill staff units
    Provides indirect support
  • 36. Design Configurations
    C/D/DC/I/T (c) 2010
    Operating Core
    PROFESSIONAL BUREAUCRACY
    Strategic Apex
    SIMPLE STRUCTURE
    Middle Line
    DIVISIONAL STRUCTURE
    Technostructure
    MACHINE BUREAUCRACY
    Support Staff
    ADHOCRACY
  • 37. C/D/DC/I/T (c) 2010
  • 38. The Organizing Process
    C/D/DC/I/T (c) 2010
  • 39. 1. Consider Plans & Goals
    C/D/DC/I/T (c) 2010
    To establish a partnership business engaged in the production of children’s shoes
  • 40. 2. Determine Work Activities
    C/D/DC/I/T (c) 2010
    Production
    Delivery
    Selling
    Maintaining Personnel
    Training
    Accounting
    Advertising
    Recruitment
    Purchasing
    Compensating
    Budgeting
    Quality Control
  • 41. 3. Classify & Group Activities
    C/D/DC/I/T (c) 2010
    MARKETING
    OPERATIONS
    FINANCE
    HUMAN RESOURCES
    >Selling
    >Advertising
    >Delivery
    >Production
    >Purchasing
    >Quality control
    >Accounting
    >Budgeting
    >Compensating
    >Recruitment
    >Training
    >Maintaining personnel
    Functional Departmentalization
  • 42. 5. Design hierarchy
    C/D/DC/I/T (c) 2010
  • 43. 6. Staffing
    C/D/DC/I/T (c) 2010
  • 44. C/D/DC/I/T (c) 2010
  • 45. Organizational Structure
    C/D/DC/I/T (c) 2010
    Formal system of tasks, reporting relationships
    Controls, coordinates, motivates employees
    Achieve organization’s goals
  • 46. 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
    C/D/DC/I/T (c) 2010
  • 47. Departmentalization:Simple Numbers
    C/D/DC/I/T (c) 2010
  • 48. Departmentalization:Time
    C/D/DC/I/T (c) 2010
  • 49. Departmentalization: Function
    C/D/DC/I/T (c) 2010
  • 50. Departmentalization: Geography
    C/D/DC/I/T (c) 2010
  • 51. Departmentalization: Customer
    C/D/DC/I/T (c) 2010
  • 52. Departmentalization:Process
    C/D/DC/I/T (c) 2010
  • 53. Departmentalization: Product
    C/D/DC/I/T (c) 2010
  • 54. C/D/DC/I/T (c) 2010
  • 55. Formal System
    C/D/DC/I/T (c) 2010
    Planned structure
    Lines of responsibility, authority, and position
    Establish patterned relationships among components
    Can be described through:
    Organizational Chart
    Policy Manual
    Departments
  • 56. Informal System
    C/D/DC/I/T (c) 2010
    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
  • 57. Formal vs Informal Organizations
    FORMAL
    INFORMAL
    Have planned structure
    Deliberate attempts to create patterned relationships
    Usually shown by a chart
    Advocated by traditional theory
    Not formally planned
    Arise spontaneously as a result of interactions
    Not depicted in a chart
    Stressed by human relation theory
    C/D/DC/I/T (c) 2010
  • 58. C/D/DC/I/T (c) 2010
  • 59. C/D/DC/I/T (c) 2010
  • 60. C/D/DC/I/T (c) 2010
  • 61. C/D/DC/I/T (c) 2010