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Organizing edmngt

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Organizing edmngt

  1. 1. La Salle University-Ozamiz City EDMNGT 101
  2. 2. Acc. To Chester Barnard  function  define the role positions, the jobs related and the coordination between authority and responsibility
  3. 3. Acc. To Clayton State University: School of Business  process  creating an organization’s framework ◦ degree of complexity, formalization, and centralization
  4. 4. Acc. To Medina  management function  structuring of resources and activities  accomplish objectives efficiently and effectively
  5. 5. 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
  6. 6. Acc. To Champ Academy
  7. 7. 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
  8. 8. Division of Labor
  9. 9. Division of Labor HUMANDISECONOMIES Boredom Fatigue Stress Low Productivity Poor Quality Increased Absenteeism High Turnover
  10. 10. Unity of Command Superior Subordinate
  11. 11. Chain of Command A B C RECEIVE REPORTS GIVE REPORTS
  12. 12. Chain of Command: Authority A B C
  13. 13. Chain of Command: Authority A B C
  14. 14. Chain of Command: Authority A B C
  15. 15. Chain of Command: Responsibility
  16. 16. Chain of Command: A-R Models A R
  17. 17. Chain of Command: A-R Models A R
  18. 18. Chain of Command: A-R Models A R
  19. 19. Centralization & Decentralization
  20. 20. Centralization & Decentralization
  21. 21. CENTRALIZATION DECENTRALIZATIO N Environment is stable Environment is complex, uncertain Lower level managers (LLM) are not as capable or experienced at making decisions as upper level mangers LLM are capable and experienced a making decisions LLM do not want to have a say in decisions LLM want a voice in decisions Decisions are significant Decisions are relatively minor
  22. 22. Departmentalization  Putting specialists together  Direction of a manager  Departmentation ◦ Process ◦ Setting up and establishing departments
  23. 23. Common Elements of Organization C/D/DC/I/T (c) 2010 HENRY MINTZBERG McGill University Organization • Operating Core • Strategic Apex • Middle Line • Technostructure • Support Staff
  24. 24. Operating Core
  25. 25. Strategic Apex
  26. 26. Middle Line
  27. 27. Technostructure  Affects certain forms of standardization  Examples: ◦ Time and motion engineers ◦ Job description designers ◦ Systems and procedures analysts
  28. 28. Support Staff  Fill staff units  Provides indirect support
  29. 29. The Organizing Process 1 • Consider plans and goals 2 • Determine work activities 3 • Classify and group activities (General Nature, Work Areas, Departmentalization) 4 • Assign work and delegate authority 5 • Design a hierarchy of relationships 6 • Staffing
  30. 30. 1. Consider Plans & Goals Purposes Activities Plans & Goals C/D/DC/I/T (c) 2010 To establish a partnership business engaged in the production of children’s shoes
  31. 31. 2. Determine Work Activities Selling Accounting Delivery Quality Control Advertising Compensating Training Production Purchasing Budgeting Recruitment Maintaining Personnel
  32. 32. 3. Classify & Group Activities >Selling >Advertising >Delivery >Production >Purchasing >Quality control >Accounting >Budgeting >Compensating >Recruitment >Training >Maintaining personnel MARKETING OPERATIONS FINANCE HUMAN RESOURCES
  33. 33. 5. Design hierarchy General Manager Operations Manager Production Head Administrative Head Finance Manager Accounting Head Budget Section Head Marketing Manager Product Division Head Promotions Head Human Resources Manager Recruitment Office Head Personnel Maintenance Office Head
  34. 34. 6. Staffing 1 • Recruitment 2 • Selection 3 •Hiring 4 • Orientation 5 • Training and Development 6 • Performance Appraisal
  35. 35. Organizational Structure  Formal system of tasks, reporting relationships  Controls, coordinates, motivates employees  Achieve organization’s goals
  36. 36. 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
  37. 37. Departmentalization: Simple Numbers Datu North 50 warriors South 50 warriors East 30 warriors West 100 warriors
  38. 38. Departmentalization: Time Principal A.M. Adviser P.M. Adviser
  39. 39. Departmentalization: Function President VP Marketing VP Human Resources VP Manufacturing VP Finance
  40. 40. Departmentalization: Geography C/D/DC/I/T (c) 2010 Chairman Power Systems Group Electric Company (Belgium) Motor Company (Argentina) Industry and Defense Group Elevator Company (Switzerland) Construction Products (Italy)
  41. 41. Departmentalization: Customer Director of Sales Manager Retail Manager Wholesale Manager Government
  42. 42. Departmentalization: Process Plant Superintendent Pattern & Cutting Department Sewing Department Finishing Department Inspection & Packing Department Shipping Department
  43. 43. Departmentalization: Product President VP Industrial Products Marketing Manufacturing Finance Human Resources VP Home Products Marketing Manufacturing Finance Human Resources
  44. 44. Formal System  Planned structure  Lines of responsibility, authority, and position  Establish patterned relationships among components  Can be described through: ◦ Organizational Chart ◦ Policy Manual ◦ Departments
  45. 45. 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
  46. 46. 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
  47. 47. C/D/DC/I/T (c) 2010
  48. 48. C/D/DC/I/T (c) 2010
  49. 49. C/D/DC/I/T (c) 2010
  50. 50. C/D/DC/I/T (c) 2010

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