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Chapter 6

Chapter 6. ORGANIZING When you finish this chapter, you should be able to: Alternative theories of organization Dimensions of formal organization structure Integration of specialized tasks and functions. Organizing.

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Chapter 6

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  1. Chapter 6 ORGANIZING When you finish this chapter, you should be able to: • Alternative theories of organization • Dimensions of formal organization structure • Integration of specialized tasks and functions

  2. Organizing Organizing is the preparing human resources and another resources in order to implement planning and achieve of organization.

  3. I. Alternative theories of organizing • Traditional perspectives on organizing: • Sharing systematic labor that have the basis on specializing task. • Discipline and detail procedure and Stability. • Determining clear Hierarchy of functions. • Interpersonal: top manager not closer first-line manager or worker.

  4. I. Alternative theories of organizing • Closed Systems view of organization: • Together process • No need external resources • No change

  5. I. Alternative theories of organizing • Contemporary perspectives on organizing -Integration of Human, Resources, and Purpose -Catching new strategy must add new staff and new equipments. -Innovation

  6. I. Alternative theories of organizing • Open systems view of organization: • Focus on knowledge • Together relation between one system and one system • No one system is single

  7. II. Dimensions of form organization structure 2.1 Differentiation of people and tasks • Small organization: Need appropriate equipments for use. • When a large firm: Need a lot equipments 2.2 Differentiation of work groups • production • Accounting • Marketing • Administration • IT

  8. III. Integration of Specialized Tasks and Functions 3.1 Vertical integration • Unity of command: principle that no subordinate in an organization should report to more than one boss. • Exception principle: is the management closely related to parity principle. • Delegation authority: - Assignment of Duties -Granting of authority - Creating Responsibility and Accountability

  9. III. Integration of Specialized Tasks and Functions • Chain of command or Scalar principle: The order in which authority and power in an organization is wielded and delegated from top management to every employee at every level of the organization. • Span of management: is-how many people are directly reporting to one manager. • The organization chart:

  10. Organization Chart DIRECTOR Deputy Director Administration Production IT Marketing

  11. Organization Chart

  12. III. Integration of Specialized Tasks and Functions • Horizontal Integration: • Boundary-spanning mechanisms .Liaison roles .Task forces .Gross-functional teams .Integrators

  13. III. Integration of Specialized Tasks and Functions • Line and staff relationships .Line authority .Staff authority .Function authority

  14. III. Integration of Specialized Tasks and Functions • Line and staff relationships: is an organization in which line managers make decisions, and staff personnel provide advice and support. .Line authority: Power to give orders to subordinates. .Staff authority: Power to give advice, support, and service to line departments. .Function authority: enforcing rules for the greater good and prevent anarchy.

  15. III. Integration of Specialized Tasks and Functions -Matrix structure .Line authority .Project authority

  16. Matrix structure

  17. Matrix structure

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