Organizing involves developing an organizational structure and allocating resources to achieve objectives. There are two essential natures of organizing: as a process involving division of work and coordination, and as a structure of relationships between groups. Common organizational structures include vertical, horizontal, and network structures. Traditional theories include simple, functional and divisional approaches, while modern theories emphasize teams, matrix and boundaryless designs. Key aspects of organizing are delegation, which involves assigning tasks to subordinates while granting them authority and responsibility, and formal vs informal organizations.
The document discusses various concepts related to organizational structure and design including departmentalization, establishing reporting relationships, allocating authority, coordination activities, and basic forms of organizational design. It provides examples of different departmentalization approaches like functional, team-based, matrix, and network. It also outlines principles of organizational design such as division of labor, unity of command, and spans of control. Current issues organizations face include adapting to a changing environment and addressing workforce diversity and ethics.
This document discusses project organization structures and managing conflict. It covers formal organization structures including functional, matrix, and pure project structures. Matrix structures can be weak, balanced, or strong depending on the balance of power between functional and project managers. The document also discusses sources of conflict such as between users and contractors, and within project organizations between functional groups and project managers. While some conflict is natural and can stimulate creativity, too much unmanaged conflict becomes destructive and breaks down communication and trust. Project managers can manage conflict through methods like open communication, negotiation, and dispute resolution processes.
This document discusses key concepts related to organizing and organization structures. It begins by defining organizing as developing an organizational structure and allocating resources to achieve objectives. Common organization structures include functional, divisional, and matrix structures. The document then examines theories of organization design such as simple, functional, and divisional structures. Modern theories include team design, matrix design, and boundaryless design. Other topics covered include delegation, centralization vs decentralization, and the roles of formal and informal organizations.
The document discusses key concepts related to organization and departmentation. It defines organization as the detailed arrangement of work and working conditions to perform activities effectively. It provides principles of organization like functional definition, specialization, span of control, and scalar chain. The document also discusses different types of organization structures like line, staff, functional, divisional, project, and matrix structures. It defines departmentation as the process of grouping tasks into jobs and combining jobs into work groups and departments. The need for departmentation includes specialization, expansion, autonomy, fixation of responsibility, appraisal, and administrative control. It lists types of departmentation such as by function, product, territory, and customer.
This document defines and discusses key concepts related to organizing in management. It begins by defining organizing as identifying and grouping work, delegating responsibilities, and establishing relationships to accomplish objectives effectively. It then discusses purposes of organizing like improving efficiency and utilizing resources optimally. Principles of organizing discussed include departmentalization, span of control, and centralization vs decentralization. The document also covers types of organizations based on relationships and authority, as well as concepts like staffing, job analysis, recruitment, selection, and promotion.
This document discusses different types of organisational structures. It begins by defining organisation and organisational structure. It then covers the purpose and principles of organising. The key types of organisational structures discussed are line, line and staff, functional, project, matrix, network and committee structures. For each structure, the document outlines its characteristics and suitability for different business organisations.
Organization design involves identifying dysfunctional aspects of an organization's structure and realigning them to better achieve goals and objectives. It determines how work is specialized and divided among positions, how authority and responsibility are delegated through the chain of command, and the appropriate span of control for managers. Key elements of organization design include departmentalization, centralization vs decentralization of decision-making, and the level of formalization or standardization of jobs and rules. Common organization designs are functional, divisional, matrix, and team-based structures. The optimal design depends on factors like the organization's size, goals, environment, and business model.
The document discusses key concepts related to organizing, including:
1. Organizing involves determining work activities, classifying work, assigning work, and designing decision-making hierarchies.
2. Basic organizational concepts include division of labor, unity of command, chain of command, span of control, and departmentalization.
3. There are different types of organizational structures like line, staff, functional, and matrix structures. Each have advantages and disadvantages for organizational effectiveness.
The document discusses various concepts related to organizational structure and design including departmentalization, establishing reporting relationships, allocating authority, coordination activities, and basic forms of organizational design. It provides examples of different departmentalization approaches like functional, team-based, matrix, and network. It also outlines principles of organizational design such as division of labor, unity of command, and spans of control. Current issues organizations face include adapting to a changing environment and addressing workforce diversity and ethics.
This document discusses project organization structures and managing conflict. It covers formal organization structures including functional, matrix, and pure project structures. Matrix structures can be weak, balanced, or strong depending on the balance of power between functional and project managers. The document also discusses sources of conflict such as between users and contractors, and within project organizations between functional groups and project managers. While some conflict is natural and can stimulate creativity, too much unmanaged conflict becomes destructive and breaks down communication and trust. Project managers can manage conflict through methods like open communication, negotiation, and dispute resolution processes.
This document discusses key concepts related to organizing and organization structures. It begins by defining organizing as developing an organizational structure and allocating resources to achieve objectives. Common organization structures include functional, divisional, and matrix structures. The document then examines theories of organization design such as simple, functional, and divisional structures. Modern theories include team design, matrix design, and boundaryless design. Other topics covered include delegation, centralization vs decentralization, and the roles of formal and informal organizations.
The document discusses key concepts related to organization and departmentation. It defines organization as the detailed arrangement of work and working conditions to perform activities effectively. It provides principles of organization like functional definition, specialization, span of control, and scalar chain. The document also discusses different types of organization structures like line, staff, functional, divisional, project, and matrix structures. It defines departmentation as the process of grouping tasks into jobs and combining jobs into work groups and departments. The need for departmentation includes specialization, expansion, autonomy, fixation of responsibility, appraisal, and administrative control. It lists types of departmentation such as by function, product, territory, and customer.
This document defines and discusses key concepts related to organizing in management. It begins by defining organizing as identifying and grouping work, delegating responsibilities, and establishing relationships to accomplish objectives effectively. It then discusses purposes of organizing like improving efficiency and utilizing resources optimally. Principles of organizing discussed include departmentalization, span of control, and centralization vs decentralization. The document also covers types of organizations based on relationships and authority, as well as concepts like staffing, job analysis, recruitment, selection, and promotion.
This document discusses different types of organisational structures. It begins by defining organisation and organisational structure. It then covers the purpose and principles of organising. The key types of organisational structures discussed are line, line and staff, functional, project, matrix, network and committee structures. For each structure, the document outlines its characteristics and suitability for different business organisations.
Organization design involves identifying dysfunctional aspects of an organization's structure and realigning them to better achieve goals and objectives. It determines how work is specialized and divided among positions, how authority and responsibility are delegated through the chain of command, and the appropriate span of control for managers. Key elements of organization design include departmentalization, centralization vs decentralization of decision-making, and the level of formalization or standardization of jobs and rules. Common organization designs are functional, divisional, matrix, and team-based structures. The optimal design depends on factors like the organization's size, goals, environment, and business model.
The document discusses key concepts related to organizing, including:
1. Organizing involves determining work activities, classifying work, assigning work, and designing decision-making hierarchies.
2. Basic organizational concepts include division of labor, unity of command, chain of command, span of control, and departmentalization.
3. There are different types of organizational structures like line, staff, functional, and matrix structures. Each have advantages and disadvantages for organizational effectiveness.
Organizing is a systematic process of structuring tasks, goals, and activities to attain objectives through specialization, division of work, orientation towards goals, and continuity. The key characteristics of organization include specialization of work, composition of individuals and groups, and orientation towards overall goals. Organizing helps achieve goals, make optimal use of resources, facilitate managerial functions, enable growth and diversification, and provide humane treatment of employees.
The document discusses the key functions of management - organizing, controlling, leading, and planning. It provides details on organizing structures like functional, divisional, and matrix structures. It also covers topics like leadership styles, power sources, and the control process. The control process involves establishing standards, measuring performance, comparing results to standards, and taking corrective actions. Various control tools are also discussed like balanced scorecards, financial controls, and project management charts.
The document discusses organizational structures and principles. It defines an organization as a social unit of people systematically structured to meet goals. There are four main types of organizational structures discussed - tall, flat, matrix, and boundaryless. The document also examines factors that influence organizational design such as environment, strategy, technology, and human resources. Finally, it provides guidelines for analyzing organizational structures in different contexts like divisions of nursing.
This document provides an overview of organizing and organization. It defines organizing as structuring the work of an organization to achieve goals by deciding tasks, allocating resources, and establishing relationships. Two structural designs - mechanistic and organic - are contrasted. The importance of organizing is that it activates plans and coordinates resources. Key organizing steps are reviewing plans, listing tasks, grouping related jobs, assigning work, and delegating authority. Organization types and characteristics are also outlined.
The document discusses various aspects of organizing and organizational structure. It defines organizing as the process of determining activities, arranging them into units, and assigning authority and responsibilities. It also discusses different types of organizational structures like functional, divisional, matrix structures. Some key points made are:
1) Organizing involves establishing objectives, identifying and grouping tasks, and delegating authority. The outcome is the organizational structure which can be formal or informal.
2) Common structures include functional (by department), divisional (by product/region), and matrix (combining functional and divisional).
3) Contemporary structures are less hierarchical and include virtual teams, network and boundaryless organizations with more flexible structures.
4
The document discusses key concepts related to organizational structure and design. It defines organization as a process of grouping activities and dividing them among individuals to achieve goals. Organizing involves determining how work is divided and departments are formed. There are different types of organizational structures like tall, flat, and matrix structures as well as factors that influence structure like centralization, departmentalization, and formalization. Effective delegation of authority and power within the structure is also important.
This document discusses organization design and factors related to success and failure. It defines organization design as the process of structuring how an organization is set up and operated. Key elements of organization design discussed include work specialization, departmentalization, chain of command, span of control, and centralization vs decentralization. Factors for success include building on strengths, focusing on how people work beyond structure, ensuring clear roles, and supporting learning. Factors for failure include not defining objectives, structuring around individuals, causing unnecessary disruption, skipping assessments, breaking confidentiality, and lacking change management plans.
CMQ/OE Certification Prep. Course - Part 1- Chapter 01| Video # 01EngHosamAbdAlGaleil
Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can have on an organization.
Click the QR code to watch the video
For more videos, contact us on Whatsapp: 002-01226354671
CMQ/OE Certification Prep. Course - Part 1- Chapter 01| Video # 01EngHosamAbdAlGaleil
Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can have on an organization.
Click the QR code to watch the video
For more videos, contact us on Whatsapp: 002-01226354671
Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can have on an organization.
* Click the QR code to watch the video
* For more videos, contact us on Whatsapp: 002-01226354671
Organising is a key management function that ensures the smooth running of an organisation. It establishes structure and relationships between positions to facilitate effective teamwork. There are different perspectives on organisation, including as a group of people, a structure of relationships, a management function, and an ongoing process. Effective organisation requires principles such as division of labour, coordination, authority and responsibility structures, and objectives. The organisation structure shows reporting relationships and is an important tool but must remain dynamic to adapt to changes. Both formal and informal organisation structures naturally emerge in a workplace.
The document discusses different types of organizational structures. It describes line organization, functional organization, line and staff organization, committee organization, matrix organization, virtual organization, cellular organization, team organization, boundaryless organization, and inverted pyramid organization. It provides details on the key characteristics, advantages, and disadvantages of each structure.
This document discusses key concepts related to organizational structure and culture. It defines organizational design as a process to improve organizational success. It also defines organizing, departmentalization, authority, responsibility, power, and different types of organizational designs including functional, divisional, team, matrix and project structures. The document notes that organizational culture includes shared values, principles, traditions and behaviors that influence how members act. It also discusses challenges like creating a learning organization.
The document discusses various approaches to organizational structure including functional, divisional, matrix, team-based, network, and virtual structures. It provides details on each approach's key characteristics and advantages and disadvantages. The learning objectives are to understand fundamental concepts of organizing like work specialization and chain of command, and to explain when different structural approaches should be used.
The document provides an overview of organizing and staffing concepts in management. It defines organizing as arranging work to accomplish goals and includes principles of organization like objectives and specialization. It also discusses types of organization structures like functional, line and staff. Staffing involves acquiring and retaining qualified employees and its elements include recruitment, selection, training and performance appraisal. Recruitment is the process of attracting job candidates while selection involves evaluating candidates and hiring.
Organising is the process of defining activities, establishing relationships between them, and ensuring efforts are directed towards goals. It involves dividing work, grouping related tasks, assigning duties, and defining reporting relationships. Organisational structures like functional and divisional determine how work is grouped. Formal structures have set rules while informal ones focus on relationships. Delegation and decentralisation are important concepts, where delegation transfers authority from superiors to subordinates, and decentralisation distributes decision-making power throughout levels of management.
The document describes key concepts related to organizing processes in management. It defines organizing as structuring resources and activities to accomplish objectives efficiently and effectively. The document outlines different types of organizational structures like functional, product/market, and matrix structures. It also discusses delegation of authority and different types of authority like line, staff, and functional authority. Committees are described as formal groups used to achieve organizational goals.
This document discusses organizational structure and its key elements. It defines organizational structure as how job tasks are divided, grouped, and coordinated. It then identifies six key elements that define an organization's structure: (1) work specialization, (2) departmentalization, (3) chain of command, (4) span of control, (5) centralization/decentralization, and (6) formalization. It provides examples of common organizational designs like the simple structure, bureaucracy, and matrix structure. It also discusses new design options like team structures and virtual or boundaryless organizations.
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Organizing is a systematic process of structuring tasks, goals, and activities to attain objectives through specialization, division of work, orientation towards goals, and continuity. The key characteristics of organization include specialization of work, composition of individuals and groups, and orientation towards overall goals. Organizing helps achieve goals, make optimal use of resources, facilitate managerial functions, enable growth and diversification, and provide humane treatment of employees.
The document discusses the key functions of management - organizing, controlling, leading, and planning. It provides details on organizing structures like functional, divisional, and matrix structures. It also covers topics like leadership styles, power sources, and the control process. The control process involves establishing standards, measuring performance, comparing results to standards, and taking corrective actions. Various control tools are also discussed like balanced scorecards, financial controls, and project management charts.
The document discusses organizational structures and principles. It defines an organization as a social unit of people systematically structured to meet goals. There are four main types of organizational structures discussed - tall, flat, matrix, and boundaryless. The document also examines factors that influence organizational design such as environment, strategy, technology, and human resources. Finally, it provides guidelines for analyzing organizational structures in different contexts like divisions of nursing.
This document provides an overview of organizing and organization. It defines organizing as structuring the work of an organization to achieve goals by deciding tasks, allocating resources, and establishing relationships. Two structural designs - mechanistic and organic - are contrasted. The importance of organizing is that it activates plans and coordinates resources. Key organizing steps are reviewing plans, listing tasks, grouping related jobs, assigning work, and delegating authority. Organization types and characteristics are also outlined.
The document discusses various aspects of organizing and organizational structure. It defines organizing as the process of determining activities, arranging them into units, and assigning authority and responsibilities. It also discusses different types of organizational structures like functional, divisional, matrix structures. Some key points made are:
1) Organizing involves establishing objectives, identifying and grouping tasks, and delegating authority. The outcome is the organizational structure which can be formal or informal.
2) Common structures include functional (by department), divisional (by product/region), and matrix (combining functional and divisional).
3) Contemporary structures are less hierarchical and include virtual teams, network and boundaryless organizations with more flexible structures.
4
The document discusses key concepts related to organizational structure and design. It defines organization as a process of grouping activities and dividing them among individuals to achieve goals. Organizing involves determining how work is divided and departments are formed. There are different types of organizational structures like tall, flat, and matrix structures as well as factors that influence structure like centralization, departmentalization, and formalization. Effective delegation of authority and power within the structure is also important.
This document discusses organization design and factors related to success and failure. It defines organization design as the process of structuring how an organization is set up and operated. Key elements of organization design discussed include work specialization, departmentalization, chain of command, span of control, and centralization vs decentralization. Factors for success include building on strengths, focusing on how people work beyond structure, ensuring clear roles, and supporting learning. Factors for failure include not defining objectives, structuring around individuals, causing unnecessary disruption, skipping assessments, breaking confidentiality, and lacking change management plans.
CMQ/OE Certification Prep. Course - Part 1- Chapter 01| Video # 01EngHosamAbdAlGaleil
Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can have on an organization.
Click the QR code to watch the video
For more videos, contact us on Whatsapp: 002-01226354671
CMQ/OE Certification Prep. Course - Part 1- Chapter 01| Video # 01EngHosamAbdAlGaleil
Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can have on an organization.
Click the QR code to watch the video
For more videos, contact us on Whatsapp: 002-01226354671
Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can have on an organization.
* Click the QR code to watch the video
* For more videos, contact us on Whatsapp: 002-01226354671
Organising is a key management function that ensures the smooth running of an organisation. It establishes structure and relationships between positions to facilitate effective teamwork. There are different perspectives on organisation, including as a group of people, a structure of relationships, a management function, and an ongoing process. Effective organisation requires principles such as division of labour, coordination, authority and responsibility structures, and objectives. The organisation structure shows reporting relationships and is an important tool but must remain dynamic to adapt to changes. Both formal and informal organisation structures naturally emerge in a workplace.
The document discusses different types of organizational structures. It describes line organization, functional organization, line and staff organization, committee organization, matrix organization, virtual organization, cellular organization, team organization, boundaryless organization, and inverted pyramid organization. It provides details on the key characteristics, advantages, and disadvantages of each structure.
This document discusses key concepts related to organizational structure and culture. It defines organizational design as a process to improve organizational success. It also defines organizing, departmentalization, authority, responsibility, power, and different types of organizational designs including functional, divisional, team, matrix and project structures. The document notes that organizational culture includes shared values, principles, traditions and behaviors that influence how members act. It also discusses challenges like creating a learning organization.
The document discusses various approaches to organizational structure including functional, divisional, matrix, team-based, network, and virtual structures. It provides details on each approach's key characteristics and advantages and disadvantages. The learning objectives are to understand fundamental concepts of organizing like work specialization and chain of command, and to explain when different structural approaches should be used.
The document provides an overview of organizing and staffing concepts in management. It defines organizing as arranging work to accomplish goals and includes principles of organization like objectives and specialization. It also discusses types of organization structures like functional, line and staff. Staffing involves acquiring and retaining qualified employees and its elements include recruitment, selection, training and performance appraisal. Recruitment is the process of attracting job candidates while selection involves evaluating candidates and hiring.
Organising is the process of defining activities, establishing relationships between them, and ensuring efforts are directed towards goals. It involves dividing work, grouping related tasks, assigning duties, and defining reporting relationships. Organisational structures like functional and divisional determine how work is grouped. Formal structures have set rules while informal ones focus on relationships. Delegation and decentralisation are important concepts, where delegation transfers authority from superiors to subordinates, and decentralisation distributes decision-making power throughout levels of management.
The document describes key concepts related to organizing processes in management. It defines organizing as structuring resources and activities to accomplish objectives efficiently and effectively. The document outlines different types of organizational structures like functional, product/market, and matrix structures. It also discusses delegation of authority and different types of authority like line, staff, and functional authority. Committees are described as formal groups used to achieve organizational goals.
This document discusses organizational structure and its key elements. It defines organizational structure as how job tasks are divided, grouped, and coordinated. It then identifies six key elements that define an organization's structure: (1) work specialization, (2) departmentalization, (3) chain of command, (4) span of control, (5) centralization/decentralization, and (6) formalization. It provides examples of common organizational designs like the simple structure, bureaucracy, and matrix structure. It also discusses new design options like team structures and virtual or boundaryless organizations.
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I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
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SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
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SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
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2. Organizing
The function of management that involves developing an
organizational structure and allocating human resources to ensure
the accomplishment of objectives. The structure of the organization
is the framework within which effort is coordinated is the function
of management that involves developing an organizational structure
and allocating human resources to ensure the accomplishment of
objectives. The structure of the organization is the framework within
which effort is coordinated
3. Two Essential nature regarding
organizing
Organization
as a process
The concept if organizing can be considered as a process
because a large number of events or activities are done
under the process of organizing with a view to accomplish
the present goals in an appropriate way.
Organizing involves:
Division of work
Determination of activities
Grouping of activities,
Delegation of authority and the establishment of proper
coordination and balance among various departments of
individuals toward the attainment of predetermined goals.
4. Two Essential nature regarding
organizing
Organization
as a
Structure of
Relationship
Organization refers to a structure of relationship
due to the involvement of a large number of
groups. in fact, under the process of organizing
the relationship of departments to departments,
groups to groups, and individuals to individuals
are analyzed carefully through the process of a
communication system with a view to establishing
proper unity and coordination among them.
5. TYPES OF ORGANIZATION
STRUCTURES
An organization structure is a system made up of tasks to be
accomplished, work movement from one level to other work
levels in a system, reporting relationships and communication
passageways that unite the work of different individual persons
and groups.
The types of organizational structures include:
a. Vertical structure
b. Horizontal structure
c. Network structure
6. TYPES OF ORGANIZATION
STRUCTURES
Vertical Organization Structure- a vertical structure
clears out issues related to authority rights,
responsibilities, and reporting relationships.
Authority rights- refer to the legitimate rights of
individuals, appointed in positions.
Ex. President , vice president, manager
8. TYPES OF ORGANIZATION
STRUCTURES
Horizontal Organization Chart- refers to a selection of
independent, usually single-function organizations that
work together to produce a product or service.
A horizontal structure- refers to the departmentalization
of an organization into a smaller work units as tasks
become increasingly varied and numerous.
9. TYPES OF DEPARTMENTS
• LINE DEPARTMENT- Deal directly with the firm’s
primary goods and services; responsible for
manufacturing, selling , and providing services.
• STAFF DEPARTMENT – support the activities of
the line departments by doing research
attending to legal matters, performing public
relations duties.
10. THREE APPROACHES
A. FUNCTIONAL APPROACH- where the subdivisions are formed
based on specialized activities such as marketing, production,
financial management, and human resources management.
B. DIVISIONAL APPROACH- where departments are formed based
on the management of their product, customer, or geographic
areas covered.
C. MATRIX APPROACH- is a hybrid form of departmentalization
where managers and staff personnel report to the superiors, the
functional manager and the divisional manager.
11. TYPES OF ORGANIZATION
STRUCTURES
NETWORK STRUCTURE- is a collection of
independent, usually single function organization /
companies that work together in order to produce
a product or services.
13. DEFINITION OF TERM
ORGANIZATION DESIGN- the manner in which a
management achieves the right combination of
differentiation and integration of the organization’s
operations, in response to the level of uncertainly in its
external environment.
TRADITIONAL THEORIES- are the usual old fashioned
ways.
MODERN THEORIES- are contemporary or new design
theories.
15. WEAKNESSES
STRENGTHS
Traditional Organizational Design
Theories
This organizational design has a few departments, wide spans of control, or a large number of
subordinates directly reporting to a manager: has a centralized authority figure and has very little
formalization of work: usually used by companies that start as entrepreneurial ventures.
SIMPLE
01
ORGANIZATION THEORIES AND APPLICATIONS
• The risk of overdependence with
over-dependence on a single
person
• No longer appropriate as the
company grows
• Flexible
• Fast decision-making and result
• Clear accountability
16.
17. WEAKNESSES
STRENGTHS
Traditional Organizational Design
Theories
This organizational design groups together similar or related specialties. Jobs are grouped
into departments with the specified skills and/or business functions.
FUNCTIONAL
02
ORGANIZATION THEORIES AND APPLICATIONS
• Managers have little knowledge of
other units’ functions.
• Cost-saving advantages
• Management is facilitated because workers
with similar tasks are grouped.
18.
19. WEAKNESSES
STRENGTHS
Traditional Organizational Design
Theories
This organizational design is made up of separate business divisions or units, where the
parent corporation acts as overseer to coordinate and control the different divisions and
provide financial and legal support services.
DIVISIONAL
03
ORGANIZATION THEORIES AND APPLICATIONS
• Possible duplication of activities and
resources
• Increased cost and reduced efficiency
• Focused on results.
• Managers are responsible for what happens to
their products and services.
20.
21. TEAM DESIGN
MODERN Organizational Design Theories
Matrix-Project
Design
01
Project Design
02
BOUNDARY LESS
DESIGN
03
ORGANIZATION THEORIES AND APPLICATIONS
04
22. WEAKNESSES
STRENGTHS
MODERN Organizational Design Theories
This organizational design is made up of workgroups or teams. They define team structures
such as roles and responsibilities, and they collaboratively identify working arrangements that
allow their team to deliver on their purpose and goals.
TEAM DESIGN
01
ORGANIZATION THEORIES AND APPLICATIONS
• Potential conflict
• Some people are not team players.
• Underperforming employees hide behind the
team.
• Better Communication
• Teams Resolve Problems Quicker
• Flexible and Empowered Workforce
• Empowerment of team members and reduced barriers
among functional areas
23.
24. WEAKNESSES
STRENGTHS
MODERN Organizational Design Theories
This refers to an organization design where specialists from different departments work on
projects that are supervised by a project manager. This design results in a double chain of
command wherein workers have two managers - their functional area manager and their project
manager share authority over them.
Matrix-Project
Design
02
ORGANIZATION THEORIES AND APPLICATIONS
• Task and personality conflicts
• The potential conflict between managers and projects
• Authority confusion
• Reduced employees effectiveness
• Increased management overhead costs
• A specialist is involved in the project.
• Increased communication efficiency
• Improved employee motivation
• Increased teamwork
• Maximize resource usage.
• Increase professional development.
25.
26. WEAKNESSES
STRENGTHS
MODERN Organizational Design Theories
It refers to an organizational design where employees continuously work on a
project.
Project Design
03
ORGANIZATION THEORIES AND APPLICATIONS
• Task and personality conflict
• Flexible designs
• Fast decision making
27. WEAKNESSES
STRENGTHS
MODERN Organizational Design Theories
This refers to an organization design where the design is not defined or limited by vertical, horizontal,
and external boundaries. There are no hierarchical levels that separate employees, no
departmentalization, and no boundaries that separate the organization from customers, suppliers, and
other stakeholders. The key to this design is electronic communication, where information is shared with
the member enterprise with distinct competencies.
Boundary-less
Design
04
ORGANIZATION THEORIES AND APPLICATIONS
• Lack of control
• Present communication difficulties.
• Highly flexible
• Responsive and draws on talent where it is found.
28. DEFINITION OF TERMS
DELEGATIO
N
AUTHORITY
DELEGATION
Delegation refers to assigning a new or traditional task to a subordinate, it may also
refer to getting work done through others by giving them the right to make decisions
and take action
The right to act legally or officially
RESPONSIBILIT
Y
The state of being answerable legally and morally for the discharge of duty
30. STEP IN DELEGATION
Defining the goal clearly
DELEGATION
Managers must clearly explain the task objective and the work or duties
someone else is expected to do.
01
02
Selecting the person who will be given
the task
The selected subordinate must be competent and must share the
manager’s task objectives.
31. STEP IN DELEGATION
Assigning of responsibility
DELEGATION
Managers must explain that the responsibility assigned to the selected
subordinate is an expectation for him or her to perform the assigned
tasks well.
03
04
Asking the person assigned about his or her planned
approaches to accomplish the task objectives.
It is expected that the person chosen to do the task already has a
tentative plan of action that may be presented to the manager, to assure
him or her that the person assigned could achieve the task objective.
32. STEP IN DELEGATION
Granting the assigned person, the authority to
act
DELEGATION
If the manager is satisfied with the tentative plan of action presented,
granting of the authority to act immediately follows.
05
06
Giving the assigned person enough time and resources to do
the task, while the same time emphasizing his or her
accountability.
Accountability is the assigned person’s willingness to complete the job,
as agreed upon.
33. STEP IN DELEGATION
Checking the task accomplishment progress
DELEGATION
Following up and discussing the task accomplishment progress at
regular intervals is necessary.
07
08
Making sure that the task objective has been
achieved
The above steps of delegation were given
34. ADVANTAGES
It prevents work overload among
organization managers.
It may cause laziness among organization
managers.
It provides opportunities for employee or
subordinates assigned to do the task to fully
utilize their talents on the job.
It may encourage too much dependence on
others.
It leads to the empowerment of employees
or subordinates assigned to do the task, as it
allows them the freedom to contribute ideas
and to perform their jobs in the best
possible way.
It may cause lack of control over priority
management problems.
It increases job satisfaction among the
assigned employees or subordinates, that
may lead to better job performance.
It may cause low self-confidence among
managers.
DELEGATION Advantages and Disadvantages
DISADVANTA
GES
35. FORMAL AND INFORMAL ORGANIZATIONS
FORMAL ORGANIZATION INFORMAL ORGANIZATION
Refer to organizations formed by
the company owner or manager
to help the firm accomplish its
goal; made up to formal
groups(work group/project
team/ committee similarly
formed by company authorities
to support their activities and
achieve their objectives.
Refers to organizations that exist
because of friendship or common
interest; made up of informal
groups which exist for the
members’ need for social
affiliation.
36. THANK YOU!
Prepare by: MARIA IVY S. BONIFACIO
Subject Teacher/ORGANIZATION AND MANAGEMENT
Editor's Notes
And the like to give orders to their subordinated , who in turn report to them what they have done.
.
.
.
.
ACCORDING TO ROBBINS AND COULTER 2009, THEIR TWO CLASIFICATION OF THEORIES REGARDING ORGANIZATIONAL DESIGN, TARDITIONAL AND MODERN THEORIES
Example of the functional organization includes:
An English department for a particular school teaches all the English subjects regardless of what grade level the students are.
The municipal water district is responsible for all the water needs in a particular town.
The purchasing department of an enterprise buys all the materials, supplies, and other resources required by an enterprise, whether these inputs are required by marketing, finance, accounting, human resources, or other departments.
Example of the divisional organization includes.
NORSU set up university branches located in the different towns in Negros Oriental.
Health Centers set up “barangay health units” to provide the health services of each barangay in the town.
Example of the divisional organization includes.
NORSU set up university branches located in the different towns in Negros Oriental.
Health Centers set up “barangay health units” to provide the health services of each barangay in the town.
Example of the divisional organization includes.
NORSU set up university branches located in the different towns in Negros Oriental.
Health Centers set up “barangay health units” to provide the health services of each barangay in the town.
Example of the divisional organization includes.
NORSU set up university branches located in the different towns in Negros Oriental.
Health Centers set up “barangay health units” to provide the health services of each barangay in the town.
Example of the divisional organization includes.
NORSU set up university branches located in the different towns in Negros Oriental.
Health Centers set up “barangay health units” to provide the health services of each barangay in the town.