3. Organizing is one of the management functions
Organizing arranges people and resources to work
towards a goal
Organization Charts describe the formal structures of
organizations
Organization structure – a system of tasks, reporting
relationships and communication linkages
Organization chart – describes the arrangement of work
positions within an organization
Division of labor – people and groups perform different jobs
Formal structure – official structure of the organization
4.
5. Organizations also operate with informal structures
Informal structure – set of unofficial relationships
among members of an organization
Social network analysis – identifies the informal
structures and their embedded social relationships
that are active in an organization
6. Informal structures have good points and bad
points
7. WHAT ARE THE MOST COMMON TYPES OF
ORGANIZATIONAL STRUCTURES?
Departmentalization – process of grouping together
jobs and people into work units
Functional structures group together people using
similar skills
Functional chimneys/ functional silos problem –
lack of communication and coordination across
functions
8.
9.
10. Divisional Structures group together people by products,
customers or locations
11. Product structure – groups together people and
jobs working on a single product or service
Geographical structure – brings together people
and jobs performed in the same location
Customer structure – groups together people and
jobs that serve the same customers or clients
12.
13. Matrix Structures combine functional and divisional
structures
Cross-functional team – brings together members
form different functional departments
14.
15.
16. Team structures use many permanent and
temporary terms
17.
18. Network structures extensively use strategic alliances
and outsourcing
19.
20. Virtual organization – uses information technologies
to operate as a shifting network of alliances
21. WHAT ARE THE TRENDS IN ORGANIZATION DESIGN?
Organization design – the process of configuring
organizations to meet environmental challenges
Organizations become flatter, with fewer levels of
management
Span of control – the number of persons directly
reporting to a manager
22.
23. Organizations are increasing decentralization
Centralization – top management keeps power to
make most decisions
Decentralization – top management allows lower
levels to help make many decisions
Organizations are increasing delegation and
empowerment
Delegation – process of entrusting work to others
24. Organizations are becoming more horizontal and
adaptive
Bureaucracy- emphasizes formal authority, rules,
order, fairness and efficiency
Mechanistic designs – bureaucratic, using a
centralized and vertical structure
Organic designs – adaptive, using a decentralized,
horizontal structure
25.
26. Organizations are using more alternative work schedules
Compressed workweek – allows a worker to complete a
full-time job in less than 5 days
Flexible working hours – gives employees some choice in
daily work hours
Telecommuting – involves using IT to work at home or
outside the office
Job sharing –splits one job between two people
28. WHAT IS THE NATURE OF ORGANIZATIONAL
CULTURE?
Organizational culture is the personality of the organization
Organizational culture – system of shared beliefs and values
guiding behavior
Organizational culture shapes behavior and influences
performance
Strong cultures – clear, well defined and widely shared among
members
Socialization – a process through which new members learn
the culture of an organization
29. The observable culture is what you see and hear as an
employee or customer
30. The core culture is found in the underlying values of an
organization
Core values – are beliefs and values shared by an organization
Value-based management supports a strong organizational
culture
Value-based management – actively develops, communicates
and enacts shared values
Symbolic leader – uses language and symbols and actions to
establish and maintain a desired organizational culture
Workplace spirituality – involves practices that create meaning
and shared community among members
31. HOW DO ORGANIZATIONS SUPPORT AND ACHIEVE
INNOVATION?
Innovation – process of taking in an idea and putting it into
practice
Organizations pursue process, product and business model
innovations
Process innovations –result in better ways of doing things
Product innovations– result in new or improved goods or
services
Business model innovations – result in ways for firms to make
money
32. Green innovations pursue and support the goals of
sustainability
Green innovation/ sustainable innovation – reduces the
carbon footprint of an organization and its products
Social innovation seeks solutions to important societal
problems
Social innovation is business innovation driven by a
social conscience
Social entrepreneurship – pursues innovative ways to
solve pressing social problems
33. Commercializing innovations turn new ideas into
saleable products
Reverse innovation – recognizes the potential for
valuable innovations to be launched form lower
organizational levels and diverse locations,
including emerging markets
34.
35. Innovative organizations share many common
characteristics
Skunkworks – special creative units set free from normal
structure for the purpose of organization
36. HOW DO MANAGERS LEAD THE PROCESS OF
ORGANIZATIONAL CHANGE?
Change leader tries to change the behavior of
another person or social system
37. Organizations pursue both transformational and
incremental changes
Transformational change – results in major and
comprehensive redirection of the organization
Incremental change – bends and adjusts existing
ways to improve performance
38.
39. Three phases of planned change are unfreezing,
changing and refreezing
Unfreezing – a phase during which a situation is
prepared for a change
Changing – a phase where a planned change
actually takes place
Refreezing – phase in which a change is stabilized
40.
41. Managers use force-coercion, rational persuasion,
and shared power change strategies
Force-coercion strategy – pursues change through
formal authority and/ or use of rewards or
punishments
Shared power strategy - pursues change by
participation
42.
43. Change leaders identify and deal positively with
resistance to change
