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Chapter 4 organizing



Presentation Slides on Chapter Four Organizing, Principles of Management

Presentation Slides on Chapter Four Organizing, Principles of Management



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Chapter 4 organizing Chapter 4 organizing Presentation Transcript

  • ORGANIZINGChapter Four
  • PART ONE: INTRODUCTION 1/8/2012 1.1 Meaning of organization POM/Chapter 4 - Organizing 1.2 Process of Organization 1.3 Principles of Organization 2
  • DEFINITION OF ORGANIZING 1/8/2012 Activities:  Resources:  Identification of  Determining the POM/Chapter 4 - Organizing activities  Grouping of Activities specific need of  Assignment of jobs to resources formal groups  Allocation of  Establishing a network resources into of authority and responsibility specific groups  Providing framework for  Evaluation and measurement, evaluati control of use of on and control the resources 3
  • ORGANIZING 1/8/2012Organizing is the process of arranging and allocating POM/Chapter 4 - Organizing work, authority, and resources among an organization’s members so that they can achieve organizational goal.  Stoner, Freeman and Gilbert 4
  • PROCESS OF ORGANIZING 1/8/2012 Division of Work Grouping of Work POM/Chapter 4 - Organizing Delegation of Authority Coordination of Work 5
  • 1/8/2012 POM/Chapter 4 - Organizing 6PROCESS OF ORGANIZING SIMPLIFIED
  • PRINCIPLES OF ORGANIZING 8.Exception 1/8/20121. Unity of Objective2. Specialization 9.Efficiency POM/Chapter 4 - Organizing3. Coordination4. Authority and 10.BalanceResponsibility 11.Homogeneity5. Unity of Command6. Scalar Chain 12.Continuity7. Span of Control 13.Simplicity 7
  • PART TWO: ORGANIZATIONAL ARCHITECTURE 1/8/2012  2.1 Vertical differentiation  Tall versus Flat Structure POM/Chapter 4 - Organizing  2.2 Horizontal differentiation Functional Structure Multidivisional Structure Geographic Structure Matrix Structure 8
  • TALL VERSUS FLAT ORGANIZATIONSTall Organization President All rights reserved. Copyright © by Houghton Mifflin Company.Flat Organization President 6–9
  • ORGANIZATIONAL ARCHITECTURE -VERTICAL INTEGRATION 1/8/2012 Tall Organization:  Flat organization: This type of This type of POM/Chapter 4 - Organizing organizational organizational architecture has architecture many layers and has few layers narrow span of control. and wide span of control. 10
  • ESTABLISHING REPORTING RELATIONSHIPS: TALL VERSUS FLAT ORGANIZATIONS Tall Organizations  Flat Organizations  Are more expensive  Lead to higher levels of employee morale and All rights reserved. Copyright © by Houghton Mifflin Company. because of the number of managers involved. productivity.  Foster more  Create more administrative communication responsibility for the problems because of relatively few managers. the number of people  Create more supervisory through whom responsibility for managers information must pass. due to wider spans of control. 6–11
  • ORGANIZATIONAL ARCHITECTURE – HORIZONTAL DIFFERENTIATION1. FUNCTIONAL STRUCTURE: 1/8/2012 General Manager POM/Chapter 4 - Organizing Production Finance Marketing HR Dept Dept Dept Deprtment Structure is created based on the various functions of an organization. 12
  • ORGANIZATIONAL ARCHITECTURE – HORIZONTAL DIFFERENTIATION2. MULTI-DIVISION STRUCTURE 1/8/2012 General Manager POM/Chapter 4 - Organizing Division I Division II Division III  Multiple divisions are created in a related industry. 13
  • ORGANIZATIONAL ARCHITECTURE – HORIZONTALDIFFERENTIATION Divisional or M-form (Multidivisional) Design  An organizational arrangement based on multiple businesses in related areas operating within a larger organizational framework; following a strategy of related diversification.  Activities are decentralized down to the divisional level; others are centralized at the corporate level.  The largest advantages of the M-form design are the opportunities for coordination and sharing of resources.
  • ORGANIZATIONAL ARCHITECTURE – HORIZONTALDIFFERENTIATION 3. GEOGRAPHIC STRUCTURE: 1/8/2012 General POM/Chapter 4 - Organizing Manager  Departments are created based on geographic regions.  All the activities in one Eastern Central Western geographic region is Region Region Region categorized into one unit. 15
  • ORGANIZATIONAL ARCHITECTURE – HORIZONTALDIFFERENTIATION4. MATRIX ORGANIZATION CEO Vice president, Vice president, Vice president, Vice president, engineering production finance marketing Employees Project manager A Project manager B Project manager C 6–16
  • MATRIX STRUCTURE: 1/8/2012 Advantages:  Disadvantages: Enhances organizational  Employees are uncertain POM/Chapter 4 - Organizing flexibility. about reporting Team members have the relationships. opportunity to learn new  The dynamics of group skills. behavior may lead to Provides an efficient way for slower decision the organization to use its making, one-person human resources. domination, compromise Team members serve as decisions, or a loss of bridges to their departments focus. for the team.  More time may be required for coordinating task- 17 related activities.
  • PART THREE: RESPONSIBILITY 1/8/20123.1 Meaning of Responsibility POM/Chapter 4 - Organizing3.2Establishing Task and Reporting Relationships3.3 Creating Accountability 18
  • RESPONSIBILITY: 1/8/2012Responsibility is the POM/Chapter 4 - Organizing obligation to perform or duty to carryout certain activities 19
  • ESTABLISHING TASK AND REPORTINGRELATIONSHIP: 1/8/2012 Task Relationship:  How activities related to each other in an POM/Chapter 4 - Organizing organization.  How the basic units of an organization are formed.  Establishment of job description and job specification  Job Specification: Prerequisites of job. Various skills and experiences needed to perform certain job.  Job Description: The activities that have to be carried out at certain position in a job. It describes the job. 20
  • ESTABLISHING TASK AND REPORTINGRELATIONSHIP: 1/8/2012 Establishing Reporting Relationship:  It is finding out POM/Chapter 4 - Organizing  Chain of command  Span of control or span of management 1. Who reports to whom? 2. How many subordinates will a supervisor have? (Relate it to tall vs flat organizational architecture.) 21
  • CREATING ACCOUNTABILITY 1/8/2012 Accountability:  Requirement to report POM/Chapter 4 - Organizing 22
  • PART FOUR: AUTHORITY 1/8/2012 POM/Chapter 4 - Organizing4.1 Line and Staff Authority4.2 Delegation of Authority 23
  • AUTHORITY: 1/8/2012 Right to take decisions that arises due to position in organizational structure. POM/Chapter 4 - Organizing Authority is the right to perform or command. It allows its holder to act in certain designated ways and to directly influence the actions of others through orders. Types of Authority:  Line Authority  Staff Authority 24
  • LINE AUTHORITY 1/8/2012The chain of command in the organizational structure that flows POM/Chapter 4 - Organizing major decision making power.The officially sanctioned ability to issue orders t o subordinate employees within an organization. 25
  • STAFF AUTHORITY 1/8/2012 Staff authority consists of the right to advise or assist those who possess POM/Chapter 4 - Organizing line authority as well as other staff personnel. The Advisory or Counseling Role : The Service Role 26 The Control Role
  • DELEGATION OF AUTHORITY 1/8/2012Assigning work to subordinates and giving them necessary POM/Chapter 4 - Organizing authority to do the assigned work effectively.Simple terms,GRANTING AUTHORITY TO SUBORDINATES 27
  • FEATURES OF DELEGATION OFAUTHORITY: 1/8/2012 No delegation of total authority Delegation of only that authority a POM/Chapter 4 - Organizing manager has Representation of the superior Delegation for organizational purpose Restoration of delegated authority Balance of authority and responsibility No delegation of responsibility 28
  • CONFLICT BETWEEN LINE – STAFF EMPLOYEES 1/8/2012Assume Line Authority POM/Chapter 4 - OrganizingDo not give Sound AdviceSteal Credit for SuccessFail to Keep line personnel informed of their activitiesDo not see the whole picture. 29
  • PART FIVE:CENTRALIZATION AND DECENTRALIZATION 1/8/2012 Meaning : Centralization and Decentralization POM/Chapter 4 - Organizing Reasons: In which case which is needed Advantages and Disadvantages: of both 30
  • EMERGING ISSUES IN ORGANIZATION DESIGN 1/8/2012 POM/Chapter 4 - Organizing 31
  • STAFFING: CONCEPT AND IMPORTANCE 1/8/2012 POM/Chapter 4 - Organizing 32