Module 4 Flashcards
What are the reasons for organizing?
Organizing is undertaken:
to facilitate the implementation of plans.
to breakdown the total job into more manageable man size jobs.
to facilitate the assignment of authority, responsibility and accountability for certain functions and tasks.
Is a management function which refers to “the structuring of resources and activities to accomplish objectives in an efficient and effective manner.”
Organizing
The arrangement or relationship of positions within an organization
Structure
What is the result of the organizing process?
Structure
The purposes of structures
- Relationships: Defines authority and task relationships.
- Reporting: Specifies hierarchy and control spans.
- Groupings: Organizes individuals into departments.
- Coordination: Facilitates efficient task and authority coordination.
When structuring an organization, the engineer manager must be concerned with the following:
- Division of labor
- Delegation of authority
- Departmentation
- Span of control
- Coordination
determining the scope of work and how it is combined in job
Division of labor
the process of assigning various degrees of decision making authority subordinates.
Delegation of authority
the grouping related jobs, activities, or processes into major organizational subunits
Departmentation
the number of people who report directly to given manager.
Span of control
the linking of activities in the organization that serves to achieve a common goal or objective.
Coordination
The “structure that details lines of responsibilities, authority, and position”.
formal organization
a diagram of the organization’s official positions and formal lines of authority.
Organization chart
provides written descriptions of authority relationships, details the functions of major
organizational units and describes job procedures.
Organizational manual
describes personnel activities and company policies.
Policy manuals
provides written descriptions of authority relationships, details the functions of major
organizational units and describes job procedures
Organizational manual
describes personnel activities and company policies.
Policy manuals
Advantages of formal organization
- Easy to Fix Accountability
- No Overlapping of Work
- Unity of Command Possible
- Easy to Get Goals
- Stability in Organization
When members of an organization spontaneously form a group with friendship as a principal reason for belonging.
informal group
According to Valentine why is an informal group useful?
because it is “vulnerable to expediency, manipulation and opportunism,”
Types of Authority
- Line Authority
- Staff Authority
- Functional Authority
a manager’s right to tell subordinates what to do and then see that they do it
Line Authority
a staff specialist’s right to give advice to a superior.
Staff Authority
a specialist’s right to oversee lower level personnel involved in that specialty, regardless of where the personnel are in the organization.
Functional Authority
those individuals assigned to a specific manager to provide needed staff services
Personnel Staff
- those individuals providing needed staff services for the whole organization.
Specialized Staff
Is given to a person or a work group to make decisions related to their expertise even if
these decisions concern other departments.
Functional Authority
A formal group of persons formed for a specific purpose.
Committee
“often staffed by top executives from marketing, production, research, engineering, and finance, who work part-time to evaluate and approve product ideas.”
Product Planning Committee accoring to Millevo
one created for short-term purpose and has a limited life. An example is the committee created to manage the anniversary festivities of a certain firm.
Ad Hoc Committee
it is a relatively permanent committee that deals with issues on an ongoing basis.
Standing Committee
TYPES OF ORGANIZATIONAL STRUCTURES
- Functional organization
- Product or market organization
- Matrix organization
“is a structure with two (or more) channelsof
command, two lines of budget authority, and two sources of performance and reward.”
Matrix organization, according to Thompson and Strickland,
“the matrix structure was designed to keep employees in a central pool and to allocate them to various projects in the firm according to the length of time they were needed.”
Matric organization according to Higgins
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