Organizing

1. Chapter 8 Organizing

2. Organizing • Organizing • arranging jobs so employees can perform their work in the most effective way. • Organization • groups of people working toward common goals Chapter 8

3. Organizational Goals: • Make money • profit for owners • wages for employees • Supplying goods and services • Receiving personal satisfaction Chapter 8

4. Planning Comes Before Organizing! • List tasks to be done • Divide tasks into single-person jobs • Group related jobs • Establish relationships between jobs • define overall responsibilities • Simple is good Chapter 8

5. Organizational Structures • Functional • Process • Product • Market or Customer • Geographic Area or Territory • Matrix • Combination Chapter 8

6. 1. Functional Structure • Divided by function President Operations Marketing Finance Chapter 8

7. 2. Process Structure President Mixing Cooking Packaging Chapter 8

8. 3. Product Structure President Cakes Cookies Donuts Chapter 8

9. 4. Market or Customer Structure President Individuals Business Government Chapter 8

10. 5. Geographic or Territory Structure President North America Europe Asia Chapter 8

11. 6. Matrix • 2 sets of bosses Chapter 8

12. 7. Combination Structure • Use a combination of structures President Operations Marketing Europe Chapter 8

13. Importance of Unity of Command • It prevents duplication and conflict when orders are passed down. • It decreases confusion. • A supervisor and employees can develop knowledge ofeach other’sstrengths and weaknesses. • An opportunity to develop supportive relationships. • It promotes higher morale. Chapter 8

14. Responsibility & Authority • The organizational structure determines areas of responsibility & authority • Responsibility = things you’re accountable for • Authority = power to carry out responsibility Chapter 8

15. Centralized Decisions • Centralized • many levels • tight controls • decisions made higher up • Decentralized • fewer levels • looser controls • greater freedom of action Chapter 8

16. Purposes of Meetings • Information giving • Information exchange • Fact finding • Problem solving • Achieving consensus Chapter 8

17. Achieving Consensus • Have people: • Openly state their true feelings, ideas, and disagreements • Examine their different views fully. • Try to understand underlying reasons behind their differences on an issue. • Actively listen to and seek to understand other members’ positions. • Focus on issues rather than on personalities. • Avoid actions that polarize members or lock them into positions. Chapter 8

18. Meeting Interactions: • Leader Controlled Approach • Group-Centered Approach Chapter 8

19. 1. Leader Controlled Approach Chapter 8

20. 2. Group-Centered Approach Chapter 8

21. Advantages of Meetings: • Saves time • saves saying the same things repeatedly. • Meetings ensure consistent communications • questions from workers may help clarify the communication. • Meetings permit formal exchange of information, which may lead to better solutions Chapter 8

22. Disadvantages of Meetings: • May result in watered down decisions. • May not be cost effective. • May become too impersonal and not allow the personal interaction required for sensitive issues. Chapter 8

23. Meeting Costs • Salaries of attendees • Cost of materials • Expenses of facilities (meeting room) Chapter 8

24. Guides for Effective Meetings: Before • First determine whether or not the meeting is necessary. • Have a clear purpose for the meeting. • Preplan the meeting. Chapter 8

25. 3. Preplanning A Meeting • Give adequate advance notice. • Make sure that key people will be able to attend. • Let people know in advance if they need to provide information. • Distribute copies of the meeting agenda in advance. • Check to see that the meeting room is ready. • Form a general idea of how long the meeting should last. Chapter 8

26. Guides for Effective Meetings: During • Start the meeting on time, even if some members are late. • Designate someone to take minutes. • Clarify your expectations • introduce each item on the agenda by stating your purpose for including it. Chapter 8

27. Guides for Effective Meetings: During • Provide leadership. • Keep the meeting moving. • See to it that most or all members contribute to the discussion. • Summarize the apparent position of the group from time to time. • Address various problems related to participant behavior. Chapter 8

28. Guides for Effective Meetings: During • Encourage two-way communication. • A key skill is the ability to use questions to involve individual members in the communication process. • Get closure on items discussed. • Make sure there is a conclusion reached for each item discussed. Chapter 8

29. Guides for Effective Meetings: After • Distribute copies of the minutes. • Follow up on decisions made by personal observations or visits. Chapter 8

30. Asking questions in a Meeting • Lets leader not dominate the meeting • Shows respect for employee’s thoughts & ideas Chapter 8

31. Tips for asking questions • Ask to clarify someone else’s point • “so you are saying…” • Calling on the reluctant • Ask for specific facts • Examine possible alternatives • “what are the pros & cons of this…” • Ask questions to initiate group discussion • Ask for additional ideas • Ask questions to test the water for the group’s feelings Chapter 8

32. The Facilitators Skills • Enjoy working with people • Think quickly & logically • Communicate clearly & expressively • Practice active listening • Convey warmth to others • Demonstrate self-confidence & leadership • Process oriented • interested in improvements Chapter 8