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University Of Karachi,BS COMMERCE
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Presentation prepared by:Presentation prepared by:
Mohammed Usama SiddiquiMohammed Usama Siddiqui
Syed Umair AliSyed Umair Ali
Mohammed Arsalan Hasan ImamMohammed Arsalan Hasan Imam
Mohammed Ayaz AbbasiMohammed Ayaz Abbasi
Mohammed Ovais SyedMohammed Ovais Syed
Farhan AzadFarhan Azad
ORGANIZINGORGANIZING“It’s all about working
together”
Deciding the task.
Dividing and allocating.
Coordinating activities.
ORGANIZATIONORGANIZATION
“A social entity that is goal directed and deliberately
structured”
FORMAL ORGANIZATIONFORMAL ORGANIZATION
“A system of well-defined jobs with a definite measure authority,
responsibility and accountability, the whole consciously designed”
INFORMAL ORGANIZATION
It is what people do in terms of needs, emotions and
attitudes, not in terms of procedures and regulations.
BASIC ELEMENTS OF BASIC ELEMENTS OF ORGANIZATIONORGANIZATION
According to G.Scott there According to G.Scott there are four basic factors on are four basic factors on which classical which classical organization theory is organization theory is built.built.
Division of labor.Division of labor.
Scalar chain of command.Scalar chain of command.
Span of control/Span of Span of control/Span of management.management.
Organization structure.Organization structure.
DIVISION OF LABORDIVISION OF LABOR
““The degree to which organization tasks are
subdivided into individual jobs; also called work
specialization””
ADVANTAGES OF DIVISION OF LABOR
•Skills and expertise.
•Time consumption.
• Inventions and innovations.
•Productivity.
DISADVANTAGES OF DIVISION OF LABOR
•Poor communication.
•Limited view.
• Interest of the employees.
OVERCOME FROM DYSFUNCTION OF SPECIALIZATION
JOB ENLARGEMENT
Different tasks are combine into one so that the employee performs different operations.
JOB ROTATION
In this method, an individual is
transferred from one position to another.
THE PARTICIPATION
To committing a worker to a decision.
SCALAR AND SCALAR AND FUNCTIONAL CHAIN OF FUNCTIONAL CHAIN OF COMMANDCOMMAND
DELEGATION“The process manager use
to transfer authority and responsibility to
positions below them.”
AUTHORITY“The formal and legitimate
right of a manger to make decisions, issue orders and allocate
resources to achieve organizational desired
outcomes.”
DELEGATION OF AUTHORITY
It refers to vesting of organization power or right to the decisions in a
subordinate by a supervisor.
PERSONAL ATTITUDE AND DELEGATION
Personal attitudes have an important bearing on delegation. Personal attitude has the following impacts.
RECEPTIVENESSIt is willingness of the
delegator to welcome the ideas of his subordinates.
WILLINGNESS TO LET GO
The delegator must be willing to allow others to make decision in this
place.
WILLINGNESS TO TRUST
SUBORDINATES
Usually a superior has no way out
except to trust his subordinates in
delegation decision making authority.
WILLINGNESS TO LET OTHER MAKE
MISTAKES
Delegating means that the superior is
willing to let his subordinates make
mistake. But it never means
jumping blindly into the well.
WILLINGNESS TO ESTABLISH AND
APPLY CONTROLS
The delegator must establish and use control to ensure that the objective of delegation is accomplished.
DECENTRALIZATION
The location of decision authority near lower organizational levels.
SPAN OF SPAN OF CONTROL OR CONTROL OR
MANAGEMENTMANAGEMENT
The number of employees who reports to a
supervisor.
FACTORS OF SPAN
SUBORDINATE TRAINING
Span may be greater if subordinate are well-trained.
EXTENT OF DELEGATION OF AUTHORITY
Delegation of authority increases the span.
PLANNING AND DEFINITION OF JOB
If jobs are planned and defined, span can be
increased.
RATE OF CHANGEIncrease in the rate of
change in the technology, market, government laws, fashion, and national and international conditions
narrow the span.
USE OF OBJECTIVE STANDARDS
Objective standards increases the span.
COMMUNICATION TECHNIQUES
Effective and technological communication techniques
widen the span.
AMOUNT OF PERSONAL INTERACTIONS AND CONTACTS NEEDED
The more the personal contacts needed the smaller the span
will be.
ORGANIZATIONAL ORGANIZATIONAL STRUCTURESTRUCTURE
Organization structure is the result of organization chart
and organization design. Structure comes into
existence when activities are grouped.
ORGANIZATION CHART
DEPARTMENTATIONDividing up the workers.
ORGANIZATION LEVEL
Trustee level.Trustee level.
General management.General management.
Department level.Department level.
Middle level.Middle level.
Supervisory level.Supervisory level.
JOB ANALYSIS
The systematic study to identify the job.
• What job analysis does?• What job analysis is not?• How job analysis is
conducted?
SIZE AND COMPLEXITY
Organization size affects coordination, morale and
complexity.
HOW TO OVERCOME??
ORGANIC SYSTEMS• Organization goals are considered as the end, Organization goals are considered as the end,
functional goals as the means to accomplish them.functional goals as the means to accomplish them.• Coordination is achieved by vertical and flat Coordination is achieved by vertical and flat
contacts.contacts.• Guidelines, policies and work are flexible.Guidelines, policies and work are flexible.• Direction is as consultation, not in the form of Direction is as consultation, not in the form of
command.command.
MECHANISTIC SYSTEMS
• Specialization and division of labor according to their expertise.
• Coordination through functional departments is lateral coordination.
• Clearly defined jobs.• Development of loyalty and conformity.• Vertical authority relationship and chain of
command.
REFRENCES:-REFRENCES:-
We have extracted the text from the We have extracted the text from the following books:following books:
• NEW MANAGEMENT of Prof. M Amin NEW MANAGEMENT of Prof. M Amin Khalid.Khalid.
• MANAGEMENT of Koontz O’Donnell MANAGEMENT of Koontz O’Donnell Weihrich.Weihrich.
• MANAGING of Reitz & JewellMANAGING of Reitz & Jewell• MANAGEMENT of Danny Samson & MANAGEMENT of Danny Samson &
Richard L. Daft.Richard L. Daft.