ch4 organzing

8/18/2019 ch4 organzing

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Ch4 : Organizingfor Quality,

Productivity,

and Job

Satisfaction


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Organizing Dened

The process of determining the tasks to be

done, who will do them, and how those tasks

will be managed and coordinated.


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• Responsibility – The obligation to achieve objectives by

performing required activities.

asic ter!s

• Authority – The right to make decisions, issue orders,

and use resources.

• Accountability – The evaluation of how well individuals meet

their responsibilities.


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• Delegation

– The process of assigning responsibility andauthority for accomplishing objectives.

• le!ibility

– The ability to adapt to e!ceptions to the

rules, policies, and procedures of the

organi"ation


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• Span of Control

– The number of employees reporting to a particular

manager.

It also called span of management or span of

supervision

• #rgani"ation $hart – A graphic illustration of the organi"ation%s

management hierarchy and departments and their

working relationships.

• Management level, chain of command,

division and type of work, and

departmentalization.


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Four Points About

the rgani!ation Chart

isual re#resentationi

sual re#resentation

Set of for!al tas$s

Set of for!al tas$s

%or!al

re#orting relationshi#s

%or!al re#orting relationshi#s

%ra!e&or$for vertical cont

%ra!e&or$for vertical contr


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#rgani"ation $hart


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Span of "anagement

The number of employees reporting to a

supervisor.

Traditional view, seven or so per manager.

Many organizations today, #$ or more per

manager.

Generally if supervisors must be closely

involved with employees span should be small


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• Span of Control

–The number of employees who can be effectivelyand efficiently supervised by a manager (Width ofspan) is affected by:

Skills and abilities of the manager andthe employees

( more skills and abilities , large span )

Similarity of tasks(more similar tasks , large span ) Complexity of tasks

( more complex tasks , small span )


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Factors Associated with

%arge Spans of Control

Work is stable or routine.

Similar task is performed by everyone.

single location.

!mployees are highly trained.

&ules and procedures are available.

Support systems and personnel are available for

supervisor.

%ittle time is re"uired in nonsupervisory activities.

Personal preferences and styles of management favor

a large span.


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S#an of Control

'arro& S#an of ControlManager

(ide S#an of Control

Manager


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Tall versus Flat Structure

#pan of control used in an organization

determines whether the structure is tall or flat.

Tall structure has a narrow span and more

hierarchical levels.

Flat structure has a wide span, is horizontally

dispersed and fewer hierarchical levels.

The trend has been toward wider spans of

control.


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Tall vs. Flat Structure


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Authority

Authority $ formal and legitimate right of a

manager to make decisions, issue orders, and

to allocate resources to achieveorganizationally desired outcomes.


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Authority is distinguished by three

characteristics

%. uthority is vested in organizational

positions, not people.

&. uthority is accepted by subordinates.

'. uthority flows down the vertical

hierarchy.


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Authority

• Scope of Authority – A hierarchy as it

flows down the

organi"ation.


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Authority

• ormal Authority &or 'tructure( – The organi"ationally)sanctioned way of getting

the job done.

– #rgani"ational charts illustrate formal lines of

authority in firms.

• *nformal Authority – The patterns of relationships and communication

that evolve as employees interact andcommunicate that is not sanctioned by the

organi"ation.


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+evels of Authority

• inform Authority – *nform a superior of action alternatives and the

superior makes the decision.

• Recommend Authority – +ist alternativesactions and recommend one

action- superior makes action decision.

• Report Authority – 'elect and implement a course of action, reporting

action to superior.

• ull Authority – Acting independently without supervision.


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+ine and 'taff Authority

• Line Authority

– The responsibility to make decisions and issue ordersdown the chain of command.

• Staff Authority – The responsibility to advise and assist line and other

personnel.

– unctional authority

• The right of staff personnel to issueorders to line personnel in established

areas of responsibility. – Dual line and staff authority

• Staff personnel eercise line authoritywithin their own departments.


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Chain of Co!!and and )nity ofCo!!and•

Chain of Command – The line of authority and responsibility that flows

throughout the organization.

• 'nity of Command

– principle that each employee in the organization

is accountable to one, and only one, supervisor .

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ch4 organzing