A - LESSON 3: Organizing and Staffing the Laboratory Flashcards
is a system used to define a hierarchy within an organization.
Organizational structure
✓ It identifies each job, its function and where it reports to within the organization.
Organizational structure
developed to establish how an organization operates and assists an organization in obtaining its goals to allow for future growth.
Organizational structure
illustrated using an organizational chart.
Significance of Organization Structure
Organisation structure allocates authority and responsibility.
Clearcut Authority Relationships
It specifies who is to direct whom and who is accountable for what results.
Clearcut Authority Relationships
The structure helps an organization member his role and how does it relate to other roles
Clearcut Authority Relationships
Organisation structure provides the patterns of communication and coordination.
Pattern of Communication
By grouping activities and people, structure facilitates communication between peopl e centred on their job activities.
Pattern of Communication
People who have joint problems to solve often need to share information
Pattern of Communication
Organisation structure determines the location of centres of decision making in the organisation.
A departmental store, for instance may follow a structure that leaves pricing, sales promotion and other matters largely up to individual departments to ensure that various departmental conditions are considered.
Location of Decision Centres
Organisation structure creates the proper b alance and emphasizes on coordination of group activities.
Proper Balancing
Those more critical aspect for the success of the enterprise may be given higher priority in the organisation.
Proper Balancing
Research in a pharmaceutical company, for instance, might be singled out for reporting to the general manager or the managing director of the company.
Proper Balancing
Activities of comparable importance might be given, roughly equal levels in the structure to give them equal emphasis.
Proper Balancing
Sound organisation structure stimulates creativ e thinking and initiative among organisational members by providing well defined patterns of authority.
Stimulating Creativity
Everybody knows the area where he specialises and where his efforts will be appreciated
Stimulating Creativity
An organisation structure provides the fra mework within which an enterprise functions.
Encouraging Growth
If it is flexible, it will help in meeting challenges and creating opportunities for growth.
Encouraging Growth
A sound organisation structure facilitates growth of the enterprise by increasing its capacity to handle increased lev el of activity.
Encouraging Growth
A sound organisation structure which is adaptable to change can make the best possible use of latest technology.
Making use of Technological Improvements
It will modify the existing pattern of authorityresponsibility relationships in the wake of technological improvements.
Making use of Technological Improvements
influence the division of the tasks, grouping of activities, coordinating the activities and the overall accomplishment of the tasks.
Organisation structure
Since organisation structure relates to relatively stable relationship and process of the organisation, all influencing factors must be analysed for designing the organisation structure
FACTORS AFFECTING ORGANIZATIONAL STRUCTURE
T or F
➢ The quicker the environment changes, the more problems face managers.
T
T or F
➢ Structure must be more flexible (i.e., decentralized authority) when environmental change is rapid.
T
require the use of different structures
Different strategies
needs a flexible structure, low cost may need a more formal structure.
differentiation strategy
✓ Increased (?) also requires a more flexible structure.
vertical integration or diversification
➢ The combination of skills, knowledge, tools, equipment, computers and machines used in the organization.
Technology
T or F
➢ More complex technology makes it harder for managers to regulate the organization.
T
Technology can be measured by:
- Task variety: the number of new problems a manager encounters.
- Task analyzability: the availability of programmed solutions to a manager to solve problems.
➢ Highly skilled workers whose jobs require working in teams usually need a more flexible structure.
Human Resources
➢ Higher skilled workers (e.g., CPA’s and doctors) often have internalized professional norms and values.
Human Resources
➢ Managers must take into account all four factors (environment, strategy, technology and human resources) when designing the structure of the organization.
Human Resources
The way an organization’s structure works depends on the choices managers make about:
How to group tasks into individual jobs
How to group jobs into functions and divisions
How to allocate authority and coordinate functions and divisions
: A chart that shows the structure of the organization including the title of each manager’s position and, by means of connecting lines, who is accountable to whom and who has authority for each area
Organization Chart
Few employees reporting directly to one person (owner)
- Simple
- Functional Organizational Structure
- Divisionalized Structure
- Project-Based Matrix Structure
- HYBRID structures
✓ employee Organizes employees around skills or other resources (marketing, production)
- Functional Organizational Structure
✓ Create subordinate goals
- Functional Organizational Structure
Organizes employees around outputs, clients, or geographic areas
- Divisionalized Structure
Employees are temporarily assigned to a specific project team and have a permanent functional unit
- Project-Based Matrix Structure
Parts are combined to maintain balance of power and 5. HYBRID structures effectiveness across functional, product, geographic and client focused units
- HYBRID structures
The power vested in a manager to make decisions and use resources to achieve organizational goals by virtue of his position in an organization
Authority
An organization’s chain of command, specifying the relative authority of each manager
Hierarchy of Authority
the number of subordinates who report directly to a manager
Span of Control
Allocating Authority
Line Manager
Staff Manager
Hierarchy of Authority
Span of Control
: Someone in the direct line or chain of command who has formal authority over people and resources
Line Manager
: Managers who are functional advice to line managers
Staff Manager
Three types of authority
- line authority
- staff authority
- functional authority
➢ The right to carry out tasks and give orders related to the organization’s primary purpose.
- line authority
is related to the production and/or delivery of products or services.
- line authority
➢ Those associated with production are described as line supervisors.
- line authority
➢ The right to advise or assist those with line authority.
- staff authority
provides support for line functions
- staff authority
➢ The right given by higher management to specific staff personnel to give orders concerning an area in which the staff personnel have expertise.
- functional authority
is assigned to the position.
Authority
who occupies the position and has the authority to carry out the assignments of the position
supervisor
Delegation of broad decision-making authority and responsibility.
Empowerment
Types of organizations
- Tall organizations
- Flat organization
➢ Tall structures have many levels of authority and narrow spans of control.
Tall organizations
➢ As hierarchy levels increase, communication gets difficult creating delays in the time being taken to implement decisions.
Tall organizations
➢ Communications can also become distorted as it is repeated through the firm.
Tall organizations
➢ Can become expensive
Tall organizations
➢ Flat structures have fewer levels and wide spans of control.
Flat organization
➢ Structure results in quick communications but can lead to overworked managers.
Flat organization
➢ Top managers should al ways construct a hierarchy with the fewest levels of authority necessary to efficiently and effectively use organizational resources
Minimum Chain of Command
➢ shared set of beliefs, expectations, values, and norms that influence how members of an organization relate to one another and cooperate to achieve organizational goals
Organizational culture
Sources of an Organization’s Culture
Organizational Ethics
Employment Relationship
Strong, Adaptive Cultures Versus Weak, Inert Cultures
➢ moral values, beliefs, and rules that establish the appropriate way for an organization and its me mbers to deal with each other and people outside the organization
Organizational Ethics
Can influence how hard employees will work to achieve the organization’s goals,
➢ Human resource policies
How attached they will be to it
➢ Human resource policies
Whether or not they will buy into its values and norms
➢ Human resource policies
Strong, Adaptive Cultures Versus Weak, Inert Cultures types
Adaptive cultures
Inert cultures
: values and no rms help an organization to build momentum and to grow and change as needed to achieve its goals and be effective
Adaptive cultures
✓ Those that lead to values and norms that fail to motivate or inspire employees
Inert cultures
✓ Lead to stagnation and often failure over time
Inert cultures
giving lower-level managers and nonmanagerial employees the right to make important decisions about how to use organizational resources
Decentralizing authority
Decentralizing authority Disadvantages
- Teams may begin to pursue their own goals at the expense of organizational goals
- Can result in a lack of communication among divisions
- people have little autonomy
Centralized organization/authority
- norms that focus on being cautious, obeying authority, and respecting traditions emerge
Centralized organization/authority
- predictability and stability are desired goals
Centralized organization/authority
- people have more freedom to choose and control their own activities
flat, decentralized structure
- norms that focus on being creative and courageous and taking risks appear
flat, decentralized structure
- gives rise to a culture in which innovation and flexibility are desired goals
flat, decentralized structure
one of the Henri Fayol’s 14 principles of Management
Unity of command
This principle states that there must be only one superior to a subordinate. That is, an employee or a worker must not have many bosses or superiors. If an employee or subordinate has to work under the influence of many bosses or superiors, then it creates a confusi ng situation, dilemma and disorder.
Unity of command
This also affects overall efficiency, productivity and profit of the organization
Unity of command
The flow of authority in an organization from one level of management to the next.
Chain of Command
Similar to unity of command in that e ach person communicates with the person above or below without skipping a link in the chain.
Chain of Command
Skipping a link going up the chain is referred to as going over someone’s head
Chain of Command
: The management principle that there should be a clear line of com mand linking each employee to the next high level of authority, up to and including the highest level of management.
Scalar principle
The number of subordinates that a manager or supervisor can directly control.
Span of control
This number varies with the type of work: complex, variable work reduces it to six, whereas routine, fixed work increases it to twenty or more
Span of control :
a practice where only significant deviations from a budget or plan are brought to the attention of management
Exception principle/ management by exception
The idea behind it is that management’s attention will be focused only on those areas in need of action. When they are notified of a variance, they can hone in on that specific issue and let staff handle everything else.
Exception principle/ management by exception
If nothing is brought up, then ma nagement can assume everything is going according to plan
Exception principle/ management by exception
Staffing & scheduling
The process by which managers decide how to divide tasks into specific jobs.
Job Design
The appropriate division of labor results in an effective and efficient workforce
Job Design
The process of reducing the tasks each worker performs.
Job Simplification
Too much simplification and boredom results.
Job Simplification
➢ Increasing the number of different t division of labor
Job Enlargement
Increasing the degree of responsibility a worker has over a job
Job Enrichment
Empowering workers to experiment to find new or better ways of doing the job
Job Enrichment
Encouraging workers to develop new skills
Job Enrichment
Allowing workers to decide how to do the work
Job Enrichment
Allowing workers to monitor and measure their own performance
Job Enrichment
The Job Characteristics Model
Employee uses a wide range of skills
Skill variety
Worker is involved in all tasks of the job from beginning to end of the production process
Task identity
Worker feels the task is meaningful to organization
Task significance
Employee has freedom to schedule tasks and carry them out
Autonomy
Worker gets direct information about well the job is done
Feedback
: how Group of people, working together, who possess similar skills or use the same kind of knowledge, tools, or techniques to perform their jobs
Function
: An organizational structure composed of all the departments that an organization requires to produce its goods or services.
Functional Structure
Grouping Jobs into Functions Advantages
Encourages learning from others doing similar jobs.
Easy for managers to monitor and evaluate workers.
Allows managers to create the set of functions monitor the competitive environment
Grouping Jobs into Functions Disadvantages
Difficult for departments to communicate with others.
Preoccupation with own department and losing sight of organizational goals
The important steps involved in the process of an organization is the [?].
determination of objectives, the grouping of activities, assignment of duties to persons, delegation of authority and creating authority relations
[?] is one of the important managerial functions which is concerned with the assessment of the manpower requirement and selection of personnel, training and development or personnel and periodic appraisal of the performance of the personnel.
Staffing
Every manager at all levels has the responsibility for the efficient execution of staffing function. However, to assist the manager, some of the staffing functions are assigned to a specialized agency known as the [?].
human resource management
