topic 4 : Organizing
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Organizing involves structuring relationships between people, work, and facilities to achieve goals. An organizational structure establishes the framework for how managers and subordinates operate. Work is divided among members and grouped according to similar activities and specialist workers to achieve objectives. An organization chart illustrates key aspects of structure including division of work, management hierarchy, work nature, work grouping, and management levels. Organizations determine span of management as either wide (flat) or narrow (steep) and departmentalize by function, product, geography, customer, or matrix. Authority refers to the right to make decisions and direct subordinates' work.
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Organizing bba-2019
This document discusses key concepts related to organizing as a management function. It defines organizing and explains that it involves developing an organizational structure and allocating resources to achieve objectives. Some key elements of organizing discussed include departmentalization, the span of management, centralization vs decentralization, and defining reporting relationships and delegating responsibilities through an organization chart. The document also outlines different types of organizational structures like functional, divisional, and matrix structures.
Types of Organizational Structure
The document discusses different types of organizational structures that companies use, including functional, line, matrix, and line and staff structures. It provides details on the key features and advantages and disadvantages of each structure. The functional structure groups employees by specialized functions, while the line structure has a strict top-down hierarchy. The matrix structure combines functional and project-based reporting, and the line and staff structure adds specialized staff positions that advise line managers. Overall, the document aims to explain how organizational structures can help companies operate efficiently and achieve goals.
Foundation of organizational structure
The document discusses organizational structure and its relevance to human behavior. It defines organizational structure as how job tasks are divided, grouped, and coordinated. The key elements that define structure are discussed, including work specialization, departmentalization, chain of command, span of control, and centralization/decentralization. Common organization designs like bureaucracy, matrix structure, and new designs like team and virtual organizations are described. Finally, the document notes that organizational structure establishes relationships and authority to guide behavior, and provides a framework for growth as employee roles and the company evolve over time.
Basic Dimensions in organizations
This document outlines key structural and contextual dimensions that characterize organizations. Structural dimensions include the degree of centralization, formalization, hierarchy, routinization, specialization, and training within an organization. Contextual dimensions comprise the organizational culture, external environment, goals, size, and technology used. These dimensions provide a framework for understanding and analyzing organizations.
Types of organization structures
This document discusses different types of organization structures, including line, functional, line and staff, matrix, and committee structures. It provides details on the key characteristics of each structure and lists their main advantages and disadvantages. The main types covered are line (simplest form with owner making decisions), functional (divided by specialized functions), line and staff (combines line executives and staff experts), matrix (divided by functions and projects), and committee (group discusses problems and solutions).
Org structure
The document discusses organizational structure, defining it as how tasks are divided and coordinated within an organization. It identifies three core dimensions of organizational structure: complexity, formalization, and centralization. Complexity refers to the degree of differentiation, formalization to the standardization of jobs, and centralization to where decision-making power is concentrated. The document also covers functional, divisional, matrix, and project organizational structures.
Types of organizational Structure
The document discusses different types of organizational structures used by companies, including functional, divisional, matrix, and line and staff structures. It provides details on each structure such as their key characteristics, advantages and disadvantages. Examples are given of companies that use divisional and matrix structures like Microsoft and Walmart. The organizational structure defines how tasks, coordination and supervision are directed towards achieving organizational goals.
Organisation and Management
Organisation chart is very important for company. This will leads to clear communication between employer and employee. For more resources relate to this slides, check out website: www.mybusinessstudies.com for some worksheets to this topic.
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Organizing bba-2019
This document discusses key concepts related to organizing as a management function. It defines organizing and explains that it involves developing an organizational structure and allocating resources to achieve objectives. Some key elements of organizing discussed include departmentalization, the span of management, centralization vs decentralization, and defining reporting relationships and delegating responsibilities through an organization chart. The document also outlines different types of organizational structures like functional, divisional, and matrix structures.
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The document discusses different types of organizational structures that companies use, including functional, line, matrix, and line and staff structures. It provides details on the key features and advantages and disadvantages of each structure. The functional structure groups employees by specialized functions, while the line structure has a strict top-down hierarchy. The matrix structure combines functional and project-based reporting, and the line and staff structure adds specialized staff positions that advise line managers. Overall, the document aims to explain how organizational structures can help companies operate efficiently and achieve goals.
Foundation of organizational structure
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Basic Dimensions in organizations
This document outlines key structural and contextual dimensions that characterize organizations. Structural dimensions include the degree of centralization, formalization, hierarchy, routinization, specialization, and training within an organization. Contextual dimensions comprise the organizational culture, external environment, goals, size, and technology used. These dimensions provide a framework for understanding and analyzing organizations.
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This document discusses different types of organization structures, including line, functional, line and staff, matrix, and committee structures. It provides details on the key characteristics of each structure and lists their main advantages and disadvantages. The main types covered are line (simplest form with owner making decisions), functional (divided by specialized functions), line and staff (combines line executives and staff experts), matrix (divided by functions and projects), and committee (group discusses problems and solutions).
Org structure
The document discusses organizational structure, defining it as how tasks are divided and coordinated within an organization. It identifies three core dimensions of organizational structure: complexity, formalization, and centralization. Complexity refers to the degree of differentiation, formalization to the standardization of jobs, and centralization to where decision-making power is concentrated. The document also covers functional, divisional, matrix, and project organizational structures.
Types of organizational Structure
The document discusses different types of organizational structures used by companies, including functional, divisional, matrix, and line and staff structures. It provides details on each structure such as their key characteristics, advantages and disadvantages. Examples are given of companies that use divisional and matrix structures like Microsoft and Walmart. The organizational structure defines how tasks, coordination and supervision are directed towards achieving organizational goals.
Organisation and Management
Organisation chart is very important for company. This will leads to clear communication between employer and employee. For more resources relate to this slides, check out website: www.mybusinessstudies.com for some worksheets to this topic.
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organisational structure
The document discusses different types of organizational structures including Mintzberg's types, entrepreneurial, functional, divisional, matrix, and geographical structures. It provides advantages and disadvantages of each type. Entrepreneurial structures allow for fast decision making but lack career structure. Functional structures provide economies of scale but can result in conflicts between departments. Divisional structures enable growth but can lead to sub-optimization. Matrix structures provide benefits of both functional and divisional forms but can cause dual command and conflict issues.
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The document discusses organizational design and outlines several key points:
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3) A learning organization is defined as having the capacity for continuous learning, adaptation and change through knowledge sharing, team-based structures and a supportive culture.
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There are four main types of organizational structures: tall, flat, virtual, and boundaryless. A tall structure has many management levels with each level controlling a small area. A flat structure has fewer levels and each controls a broad area to empower employees. A virtual structure uses technology to connect people who primarily interact electronically. A boundaryless structure encourages integration and partnership beyond traditional boundaries. Organizational structure determines roles and responsibilities and impacts effectiveness through communication and teamwork. Companies may structure themselves functionally by department, by product, customer, geography, or process as they expand.
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This document discusses organizational structure and defines it as the formal arrangement of jobs within an organization. It describes how organizational structure divides tasks into groups and coordinates them. Organizational structure facilitates management, encourages growth and optimal use of technology and resources. Key elements of organizational structure include departments, division of labor, levels of authority, and methods of departmentalization by function, product, customer, territory and process. The document outlines different types of organizational structures such as functional, divisional, vertical, horizontal, mechanistic and organic structures.
Matrix organization
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Organising
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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.
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Hs300 m4 1 organizing
The document discusses various concepts related to organizing as a management function. It defines organizing as assigning tasks, authority and responsibility through formal groups. The organizing process involves classifying work, designing work units, assigning tasks, and establishing coordination. Common organizational designs include functional, divisional, matrix, strategic business units, and virtual organizations. Departmentation involves grouping activities into units and can be done by function, product, geography, customer, or process. Line and staff authority represent the formal command structure and support roles in an organization respectively.
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Foundation of organization structure
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Key Elements:
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Span of control
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Contact:
nomanaleemft@gmail.com
00923084089243
Lec 04 project organization
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CHW Organogram
This document outlines the community health worker (CHW) organogram of the Shafak organization's health department. It defines CHWs and organograms. It then details the different levels of management in the CHW organogram from top to bottom, including the CHW Manager, Community Outreach Officer, Field Officer, Team Leader, and CHWs. For each role, selection criteria and job descriptions are provided. The organogram shows a top-down structure with monthly, weekly, and daily reporting. Training for CHWs is also described.
4. organizational structure
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Chapter_4_organizing Old.ppt
The chapter discusses organizing as determining tasks, assigning responsibilities, and coordinating work. It defines organizing and explains why managers organize. The organizing process involves determining tasks, defining relationships, and developing the organizational design. There are different types of organizational structures like functional, product, and customer-based structures. Managers must determine the appropriate span of control and use tools like organizational charts, delegation, and coordination to structure relationships and work flows in the organization.
Organisation Structures.pptx
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Organizingin the 21st century structural designs
This document discusses key concepts related to organizational structure and design. It defines organizing as arranging activities and resources to achieve goals. Organizing involves identifying and grouping activities, assigning jobs, and establishing authority and responsibility networks. It also requires determining resource needs, allocating resources, and controlling resource use. The document outlines reasons for dividing work and steps in organizing like determining activities, grouping activities, assigning duties, and delegating authority. It also discusses concepts like span of management, centralization vs decentralization, and types of authority relationships in organizations.
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Contact:
nomanaleemft@gmail.com
00923084089243
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4. organizational structure
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Decision making
The document defines decision making as selecting a course of action to deal with a problem by choosing from at least two alternatives. It describes two types of decisions - programmed decisions which are routine and follow rules, and non-programmed decisions which deal with unique problems. The document also outlines four conditions for decision making - certainty, risk, uncertainty, and ambiguity - and lists the typical four steps to decision making as investigating the situation, developing alternatives, evaluating alternatives to select the best one, and implementing and following up on the solution. It briefly mentions group decision making as another type.
Control & quality
This document defines controlling, quality, total quality management (TQM), and discusses the key aspects of an effective control system and the main ideas of TQM. It defines controlling as assuring actual activities conform to plans, monitoring performance, and taking corrective action. There are three types of control: pre-action, steering, and screening control. An effective control system is accurate, timely, objective, flexible, and utilizes corrective action. Quality is meeting or exceeding customer expectations. TQM is a commitment to continuous improvement through teamwork and a customer-focused approach. The five pillars of TQM are also discussed.
Leadership
This document discusses three major leadership theories: the Great Man theory which believes that leaders are born not made, the behavioral theory which examines leadership behaviors and styles, and the contingency theory which proposes that leadership style depends on the situation. The behavioral theory identified two leadership functions - task-related and group maintenance - which can generate task-oriented or employee-oriented leadership styles. The contingency theory aims to identify which leadership styles are most effective depending on the situation.
Motivation
The document discusses several theories of motivation including need theory, process theory, and reinforcement theory. It also examines Herzberg's two-factor theory of motivation and hygiene factors that cause dissatisfaction versus motivation factors. Additionally, the document outlines theories like expectancy theory, equity theory, and reinforcement theory and their implications for motivating employees.
Planning
Planning involves determining objectives and strategies to achieve goals. It provides direction, encourages innovation, guides decision making, and facilitates control. Planning is important for organizations as it identifies courses of action, efficiently utilizes resources, and determines opportunities. There are different types of plans including strategic plans and operational plans. Strategic plans are long-term plans made by top management to determine overall objectives and how to achieve them, while operational plans direct day-to-day operations to accomplish strategic objectives. Barriers to effective planning include lack of commitment, unclear objectives, failure to understand scope, and lack of management support. These barriers can be overcome through organized, clear, and participatory planning.
Communication
Communication is defined as the process of exchanging information through sending and receiving. There are two main channels of communication in organizations - formal and informal. Formal communication refers to the official channels used within and outside an organization, including vertical downward and upward communication as well as lateral communication between departments. Informal communication passes job-related or personal information between individuals through single-strand, gossip, probability, or cluster methods.
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Mysore WhatsApp group:- https://chat.whatsapp.com/EhqtHtCC75vCAX7gaO842N
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Syllabus
Chapter-1
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Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
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2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
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topic 4 : Organizing
- 2. DEFINITION • Organizing means to structure / arrange the relationship between people, the work to be done, & the facilities so that goals are achieved.
- 3. • Organizational structure • Is the basic framework within which the manager & his subordinates operate. • The organization enables similar activities to be grouped & assigned to appropriate specialist workers to achieve the objectives of the organization
- 4. • Division of work/labor • Work has to be divided among the members & different jobs related to each other. • It is easy to assign task to individuals based upon the talents, interests & position.
- 5. ORGANIZATION CHART • 5 Major aspects of an organization’s structure illustrated by the organization chart : – The division of work – Managers & subordinates (who is whose boss) – The type of work being performed (nature of work) – The grouping of work segments – The level of management
- 6. SPAN OF MANAGEMENT • Span of management refers to the number of subordinates who report directly to a given manager of supervision. • In any organization, they can structure their organization according to : • A flat organization (WIDE SPAN OF MANAGEMENT) • A steep organization (NARROW SPAN OF MANAGEMENT)
- 9. DEPARTMENTALIZATION • Departmentalization is the process of grouping into separate units’ activities / tasks that are intended. • The organization can be departmentalization as follows • By function • By product • By geography • By customer • By matrix
- 10. BY FUNCTION
- 11. BY PRODUCT
- 12. BY GEOGRAPHY
- 13. BY CUSTOMER
- 14. BY MATRIX
- 15. AUTHORITY • The right to make decisions with respect to work assignments & to require subordinates to perform assigned tasks in accordance with the decision made. • Types of authority : • Line authority • Staff authority
- 17. • Delegation – A concept describing the passing of formal authority to another person – may become necessary when managers are absent from their jobs. • Centralization – Practice of having responsibility & authority concentrated in one place, so that major decisions are made by the central controlling body.
- 18. • Decentralization – Delegating authority to subordinates for many decisions while maintaining control over certain essential matters.