SUPERVISORY ORGANIZING AT THE DEPARTMENTAL LEVEL

1. � 2007 Thomson/South-Western.All rights reserved. SUPERVISORY ORGANIZING AT THE DEPARTMENTAL LEVEL

2. � 2007 Thomson/South-Western. All rights reserved. 8�2 AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE TO: Identify the organizing function of management. Discuss the impact of the informal organization and informal group leaders and how supervisors should deal with them. Explain the unity-of-command principle and its applications. Define the span-of-management principle and the factors that influence its application. Describe departmentalization and alternative approaches for grouping activities and assigning work.

3. � 2007 Thomson/South-Western. All rights reserved. 8�3 AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE TO: (cont�d) Explain the advantages of the project management-type organizational structure. Identify why a supervisor should plan for an �ideal� departmental structure and work toward this objective. Define and discuss organizational tools that are useful in supervisory organizing efforts. Define downsizing (restructuring) and its implications for organizational principles. Identify the major factors contributing to organizing effective meetings, especially the supervisor�s role.

4. � 2007 Thomson/South-Western. All rights reserved. 8�4 Organizing As an Essential Managerial Function Organization Group structured by management to carry out designated functions and accomplish certain objectives. Organizations Are People People are the substance and essence of any organization, regardless of how the enterprise is structured. Organizational success is more likely to happen when employees are truly given top-priority attention by their managers and supervisors.

5. � 2007 Thomson/South-Western. All rights reserved. 8�5 The Informal Organization Informal Organization Informal gatherings of people, apart from the formal organizational structure, that satisfy members� social and other needs. The Informal Organization and the Supervisor The informal organization can make the supervisor�s job easier or more difficult. Informal groups can be very strong in shaping employee behavior to an extent that it interferes with supervision (organizational negativity).

6. � 2007 Thomson/South-Western. All rights reserved. 8�6 The Informal Organization (cont�d) Supervising and Informal Work Group Leaders An informal leader may be chosen by the group or may assume leadership by being a spokesperson for the group. Without the informal leader�s cooperation and goodwill, the supervisor may have difficulty controlling the performance of the department. Informal leaders can help the supervisor, especially as channels of communication. The supervisor should look for subtle approaches to have informal groups and their leaders dovetail their special interests with the department�s activities.

7. � 2007 Thomson/South-Western. All rights reserved. 8�7 Unity of Command and Authority Relationships Unity-of-Command Principle Holds that each employee should directly report to only one supervisor. Helps supervisors must know exactly who their managers and subordinates are. May become blurred when the organizational uses a matrix structure or establishes task forces, project groups, and special committees. Helps prevent unsatisfactory performance by the employee due to confusion of authority.

8. � 2007 Thomson/South-Western. All rights reserved. 8�8 The Span-of-Management Principle Span-of-Management Principle Holds that there is an upper limit to the number of subordinates a supervisor can manage effectively. Factors Influencing the Span of Management: The supervisor�s managerial abilities The types and amounts of staff assistance Level of employees� abilities and capabilities Location of employees Nature and complexity of employees� work activities The degree to which departments have objective performance standards

9. � 2007 Thomson/South-Western. All rights reserved. 8�9 FIGURE 8.1 A manager can effectively supervise a limited number of employees.