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8/14/2019 Chapter 4 Mgt
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CHAPTER 4CHAPTER 4
COORDINATINGCOORDINATING
Ms. Noorfiza Sani 2010
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OUTLINEOUTLINE
DefinitionDefinition
The Importance of Coordination The Importance of Coordination
Problems in Achieving EffectiveProblems in Achieving EffectiveCoordinationCoordination
Types of Task Interdependence Types of Task Interdependence
Span of ControlSpan of Control Line functions versus staff functionsLine functions versus staff functions
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DefinitionDefinition
Process of integrating the objectivesProcess of integrating the objectives
and activities of the separate unitsand activities of the separate units
(departments or functional areas) of (departments or functional areas) of
an organization in order to achievean organization in order to achieve
organizational goals efficientlyorganizational goals efficiently
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The Importance of The Importance of
CoordinationCoordination Non-routineNon-routine
UnpredictableUnpredictable
Environmental changesEnvironmental changes High interdependencyHigh interdependency
High performance objectivesHigh performance objectives
(depends on type of assign,(depends on type of assign,communication, interdependencycommunication, interdependency
among units)among units)
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Problems in AchievingProblems in Achieving
Effective CoordinationEffective Coordination Differences in formality of structureDifferences in formality of structure
(methods, standard)(methods, standard) Differences in orientation towards goalsDifferences in orientation towards goals
(different views/opinions)(different views/opinions) Differences in interpersonal orientationDifferences in interpersonal orientation
(ways of communication)(ways of communication)
Differences in time orientationDifferences in time orientation
(time taken to solve problem)(time taken to solve problem)
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Types of Task Types of Task
InterdependenceInterdependence Pooled interdependencePooled interdependence
Sequential interdependenceSequential interdependence
Reciprocal interdependenceReciprocal interdependence
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Pooled interdependencePooled interdependence
ControllingControllingUnitsUnits
SubunitsSubunits
•Units not depend uponone another to carry outtheir day-to-day activities
•Depend on the adequateperformance of each unit
for ultimate survival
•Degree of coordination isminimum
•Failure of either one couldthreaten entirecompany/departmentAdvertising
DayaSdn Bhd
Shipping &Receiving
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SequentialSequential
interdependenceinterdependenceControllingControlling
UnitUnit
SubunitsSubunits
•A situation in which the outputsfrom one work unit are the inputsfor a following work unit
•Unit must act before next canproceed
•Greater coordination is required insequential than in pooledinterdependence
•Output from work unit is the inputfor a following work unit
•A direct one-way interdependenceexists between unitsRaw
materialbrewing bottling distribution
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Reciprocal interdependenceReciprocal interdependence
ControllingControllingUnitsUnits
SubunitsSubunits
•Involves give-and-takerelationship between units
•From one work unit mayserve as inputs for another
and vice versa
•2-way interdependence
•High degree of
coordination sinceproblems in either will bequickly felt by the otherunit
AirplaneMaintenance Airplane
Operation
inputinput
output
output
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Span of ControlSpan of Control
Or span of management = number of Or span of management = number of subordinates whom report directly to asubordinates whom report directly to agiven manager of supervisiongiven manager of supervision
The number of subordinates will depend on The number of subordinates will depend on
(type of work, location, ability of manager,(type of work, location, ability of manager,type of communication)type of communication) wide/flat spanwide/flat span = few organization levels= few organization levels
with flat wide span of authority (severalwith flat wide span of authority (several
subordinates report to superior)subordinates report to superior) Narrow/steep/tall spanNarrow/steep/tall span = short span of = short span of
authority with many organization levels (fewauthority with many organization levels (fewsubordinates report to superior)subordinates report to superior)
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Wide SpanWide Span
Advantages Disadvantages
•Superior forced todelegate
•Clear policies•Subordinates must becarefully selected
•Decisions made bymanagers tend to be
at bottleneck becauseof burden managingsubordinates
•Danger of the
superior’s loss of control
•Management requiresan exceptional qualitymanager to handle
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Narrow SpanNarrow Span
Advantages Disadvantages
•Close supervision
•Close control
•Rapid communicationbetween subordinatesand superiors
•Superiors tend to gettoo involved in
subordinates; work• There are many levelsof management andthis incurs high costs
•It will cause excessivedistance between thelowest and top levels
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Line functionsLine functions
Contribute directly to accomplishing anContribute directly to accomplishing anorganization’s goalsorganization’s goals
Managers have LINE AUTHORITYManagers have LINE AUTHORITY
Follow the direct chain of command through theFollow the direct chain of command through thelayers from CEO to first line managementlayers from CEO to first line management
Examples: Manufacturing firm: production,Examples: Manufacturing firm: production,marketing & finance considered major linemarketing & finance considered major linebecause they contribute directly to achievebecause they contribute directly to achieve
objectives of producing & sell goods at a profitobjectives of producing & sell goods at a profit
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Staff functionsStaff functions
Each individual/group plays supporting role and contributesEach individual/group plays supporting role and contributesindirectly to objectives of organizationindirectly to objectives of organization
Managers has STAFF AUTHORITY, provide advice andManagers has STAFF AUTHORITY, provide advice and
expertise to assist line units achieve goalsexpertise to assist line units achieve goals
Examples: Manufacturing firm: labor relations, accounting,Examples: Manufacturing firm: labor relations, accounting,
logistics, administrative services, R&D, information system,logistics, administrative services, R&D, information system,legal affairs considered as staff units because they providelegal affairs considered as staff units because they provide
advice & expertise to assist line unitsadvice & expertise to assist line units
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CharacteristicCharacteristic
s of Lines of Line
FunctionFunction Supervisor-subordinateSupervisor-subordinate
relationshiprelationship
Directly related to objectiveDirectly related to objective
of organizationof organization
Deals mainly with theDeals mainly with the
exercise of authority alongexercise of authority along
the channel of line authoritythe channel of line authority
Identify unit thatIdentify unit that
initiate/carry through toinitiate/carry through to
conclusion the basicconclusion the basic
activitiesactivities
Manager is DOERManager is DOER
Designates a line managerDesignates a line manager
Characteristicsof Staff
Function•Manager-managerrelationship
•Indirectly related toobjective of organization
•Deals mainly with theexercise of authority to achannel of staff authority
•Includes all units that
are not line•Manager has supportingrole and aids the DOER
•Designates staff
manager
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Line-Staff ConflictLine-Staff Conflict
Staff is pushyStaff is pushy
Staff interferesStaff interferes
Staff causes conflictStaff causes conflict Staff will not helpStaff will not help
Staff takes credit for resultsStaff takes credit for results
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