Organizing (Management Functions)

40,838 views

Published on

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

Published in: Business
10 Comments
40 Likes
Statistics
Notes
No Downloads
Views
Total views
40,838
On SlideShare
0
From Embeds
0
Number of Embeds
36
Actions
Shares
0
Downloads
2,974
Comments
10
Likes
40
Embeds 0
No embeds

No notes for slide

Organizing (Management Functions)

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

×