Organizing Flashcards
is one of the functions of management where the manager is expected to bring his creativity to bear.
Organizing
is one word that people use loosely. In one sense, some people look at the word as including all the behaviors of the people that work in an establishment, some people.
Organization
is the pattern of relationships along positions in the organization and among members of the organization.
Structure
is one of the functions of management where the manager is expected to bring his creativity to bear. He has to be original and innovative in the discharge of this function. It can be recalled that we treated business objectives and the necessary skills a manager needs to have in order to satisfactorily perform his functions, design skill is one of those skills, and the design skill is very much needed in the function of organizing. Organizing has many areas to cover.
Organizing
The term ___ is one word that people use loosely. In one sense, some people look at the word as including all the behaviors of the people that work in an establishment, some people. Some other people regard organization as the total system of social and cultural relationships.
“Organization”
___ is the pattern of relationships along positions in the organization and among members of the organization. The purpose of the structure is the division of work among members of the organization, and the coordination of their activities so they are directed towards achieving the goals and objectives of the organization.
The ___ defines tasks and responsibilities, work roles and relationships and channels of communication.
___ makes possible the application of the process of management and creates a framework of order and command through which the activities of the organization can be planned, organized, directed and controlled.
Organizational Structure
Drucker (1989) suggests that an organization structure should satisfy these 3 requirements:
Must be organized for business performance. The more direct and simple the structure the more efficient it is because there is less change needed in the individual activities directed to business performance and results. Structure should not rest on past achievements but be geared to future demands and growth of the organization.
The ___ should contain the least possible number of management levels. The chain of command should be as short as possible. Every additional level makes for difficulties in direction and mutual understanding, distorts objectives, sets up additional stresses, creates inertia and slack, and increases the difficulties of the development of future managers moving up through the chain. The number of levels will tend to grow by themselves without the application of proper principles of organization.
___ must make possible the training & testing of future top management. In addition to their training, future managers should be tested before they reach the top. They should be given autonomy in positions of actual managerial responsibility while still young enough to benefit from the new experience. They should also have the opportunity of at least observing the operation of the business as a whole, and not be narrowed by too long an experience in the position of a functional specialist.
Organization Structure
This structure makes use of expertise since members engage in one functional activity eg. production. It is the most basic structure. Here, supervision is made easier. Here also, there is grouping of diverse tasks into seemingly similar roles.
Functional Organizational Structure
In this type all those involved in the production or marketing of one or related product are brought under one division. This explains why it is often called organization by division. This system is practiced mostly by large organizations that have diverse products.
Product Market Structure
A hybrid type since it simultaneously combines the other types shown earlier. It follows that employees have in effect 2 superiors, with one chain of command (functional & divisional), and the other is horizontal, which combines people from various functional departments into a project team/business team under a project/group manager.
This is basically a hybrid type since it simultaneously combines the other types discussed earlier. As a result it utilizes the merits inherent in both as well as relaxes their drawbacks. It follows that employees have in effect two superiors, with one chain of command (functional or divisional) and the other is horizontal which combines people from various functional departments into a project team or a business team under a project or group manager (Stoner, Freeman and Gilbert, 1995). Much complexity is seen in Matrix organizational structures. Here, there may be a product manager as well as a national manager. It follows that the same employee may report to the product manager as well as to the national manager where the need arises.
Matrix Structure
___ refers to the amount of written job description, rules, policies and procedures that guide employee behavior. In small firms, the degree of formalization is low and most of the direction that employees secure is verbal, whereas in large organizations particularly they are highly bureaucratic in nature.
Formalization
deals with the issue of how much authority is held at the various management levels in the organizational hierarchy. In a centralized organization, top management makes decisions for most areas of operation. Workers at lower levels are allowed to make decisions and initiate action only in limited areas.
Centralization
concerns the number of distinctly different job titles and departments in an organization with many different departments and job titles are more complex than organizations with only a few job titles and departments.
Complexity
means breaking a complex task down to the individual or group performing the task can focus on specific parts of it. Specialization is widely used in modern organizations for both managerial and operative jobs.
Specialization
1st: Board of Directors
2nd: Office of the Managing Director
3rd: Functional Managers & Subordinates
Composition & Members in the Organizational Structure
