ORGANIZING

1. ORGANIZING Review Legal Forms of Organization: Proprietorship, Partnership, Corporation, and Cooperative Organizing Process Comparison of subdivision logics (Departmentalization) Span of Control, nature of line, staff and service relationships Effect of technology on organization structure Dr.B.G.Cetiner cetinerg@itu.edu.tr

2. ORGANIZING Proprietorship, Partnership, Corporation, and Cooperative Legal Forms of Organization Sole Proprietorship Owned and operated by one person Simple to organize and shut down Has few legal restrictions Owner is free to make all decisions Profit is taxed only once (in USA) Unlimited responsibility for debts Difficult to raise capital for growth of business Duration of business is limited to the life of proprietor Dr.B.G.Cetiner cetinerg@itu.edu.tr

3. ORGANIZING Proprietorship, Partnership, Corporation, and Cooperative Legal Forms of Organization Partnership Association of two or more partners Has relatively few legal restrictions Permits the pooling the managerial skills and judgements Divided decision making and authority might cause problems Partners have unlimited liability for debts In a limited partnership, there must be at least one general partner Limited partners are limited only to the extent of their investment Most common form of business organization Dr.B.G.Cetiner cetinerg@itu.edu.tr

4. ORGANIZING Proprietorship, Partnership, Corporation, and Cooperative Legal Forms of Organization Corporations Legal entities owned by shareholders Shareholder has no liability beyond loss of the value of stock Have perpetual life as long as submitting necessary reports Raising money for growth is easy Easiness in transfer of ownership and change management More difficult and expensive to organize Subject to many rules and regulations More taxing is applied Most large organizations are corporations Dr.B.G.Cetiner cetinerg@itu.edu.tr

5. ORGANIZING Proprietorship, Partnership, Corporation, and Cooperative Legal Forms of Organization Cooperatives Special type of organization owned by users or customers Earnings are usually distributed tax free Board members managing cooperative are elected by all members Dr.B.G.Cetiner cetinerg@itu.edu.tr

6. ORGANIZING Organizing To work efficiently in a team, members need to know the parts to play (roles) and how these roles relate to one another. Designing and maintaining these systems of roles is called organizing. Dr.B.G.Cetiner cetinerg@itu.edu.tr

7. ORGANIZING 1. Identification and Classification of Required Activities 2. Grouping of Activities to Obtain Objectives 3. Assignment of a manager to each group with the authority 4. Provision for Coordination horizontally and vertically Top Level Middle-Level First-Line Managerial Level Organizing Organizing involves Dr.B.G.Cetiner cetinerg@itu.edu.tr

8. ORGANIZING Organizing by Key Activities Effective organizing must first consider basic mission and long-range objectives established for the organization and the strategy. Therefore, key activities have to be considered first Dr.B.G.Cetiner cetinerg@itu.edu.tr

9. ORGANIZING Organizing by Key Activities Ask three questions to identify key activities 1. In what area is excellence required to obtain the company’s objectives 2. In what areas would lack of performance endanger the results? 3. What are the values that are truly important to us in this company? Dr.B.G.Cetiner cetinerg@itu.edu.tr

10. ORGANIZING Organizing by Key Activities After establishing key activities, two additional works are suggested: 1. Decision Analysis What decisions are needed to obtain effectiveness in key activities? (Futurity, effectiveness on the functions, frequency and results are addressed) 2. Relations Analysis With whom the person in charge of an activity will have to work? Find the crucial relations for success and effectiveness. These relations should be easy, accessible, and central to unit. Dr.B.G.Cetiner cetinerg@itu.edu.tr

11. ORGANIZING Patterns of Departmentalization Dr.B.G.Cetiner cetinerg@itu.edu.tr

12. ORGANIZING Patterns of Departmentalization Dr.B.G.Cetiner cetinerg@itu.edu.tr

13. ORGANIZING Product Departmentalization Patterns of Departmentalization President Finance Production Marketing R&D CD Cabinet Div Disk Box Div. Acctg Prodn. Mktg Pers. Acctg Prodn. Mktg Pers. Dr.B.G.Cetiner cetinerg@itu.edu.tr

14. ORGANIZING Geographic Departmentalization Patterns of Departmentalization President Finance Production Marketing R&D Western Division Eastern Division Acctg Prodn. Mktg Pers. Acctg Prodn. Mktg Pers. Dr.B.G.Cetiner cetinerg@itu.edu.tr

15. ORGANIZING Patterns of Departmentalization President Finance Production Marketing R&D Disk Boxes Eastern Sales CD Cabinets Western Sales Parts Assembly Finishing Industry Sales Consumer Sales Mixed Departmentalization Dr.B.G.Cetiner cetinerg@itu.edu.tr

16. ORGANIZING CEO M M M M M M M M M M M M M M M M M M M M wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww Control of Span for 4 (needs 20 managers) Span of Control Defines number of Subordinate Managers Dr.B.G.Cetiner cetinerg@itu.edu.tr

17. ORGANIZING CEO M M M M M M M M wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww Control of Span for 8 (needs 8 managers) Span of Control Defines number of Subordinate Managers Dr.B.G.Cetiner cetinerg@itu.edu.tr

18. ORGANIZING Span of Control CEO M M M M CEO M M M M M M M M M M M M M M M M M M M M M M M M wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww wwww Narrow Span Wider Span Multiple Levels can increase communication and decision time Narrow spans of control (tall organizations) are expensive (we have more managers) Wide spans leave managers with inadequete times to supervise the activities. Dr.B.G.Cetiner cetinerg@itu.edu.tr

19. ORGANIZING Number of relationships with n subordinates n[2(n-1)+n-1] For n=1, 1 relationship n=2, 6 relationships n=3, 18 relationships Factors Determining Effective Spans Number of relationships that exists between manager and subordinates individually and in various combinations, and among the suordinates themselves. cetinerg@itu.edu.tr

20. ORGANIZING Following Conditions affect a manager to effectively supervise people Subordinate Training Nature of jobs Supervised Rate of Change of Activities and Personnel Clarity of instruction and delegation Staff Assistance Dr.B.G.Cetiner cetinerg@itu.edu.tr

21. ORGANIZING Current Trends in Spans To increase the spans of control (decreases number of organizational levels) Results of Wider Spans 1. Significant reduction of administrative costs 2. More effective and efficient organization communication 3. Faster Decisions and closer interaction between organizational levels 4. Requirement for more personnel training for all levels 5. Better leadership at all levels Dr.B.G.Cetiner cetinerg@itu.edu.tr

22. ORGANIZING Classification of Companies 1. Unit: production according to the Customer orders (job-shop) 2. Mass Production 3. Process Dr.B.G.Cetiner cetinerg@itu.edu.tr

23. ORGANIZING Impact of Information Revolution Reduction of number of workers, more skilled workers, requires monitoring abilities rather than physical one. Skills Required 1. Visualization (ability to manipulate mental patterns) 2. Conceptual Thinking (or abstract reasoning) 3. Understanding of processes such as machine fundamentals and machine/material interactions 4. Statistical understanding (trends, and meaning of data) 5. Oral and Visual Communication 6. Attentiveness 7. Individual Responsibility Dr.B.G.Cetiner cetinerg@itu.edu.tr

24. ORGANIZING Impact of Information Revolution RESULT Little future in industry for the uneducated employee Dr.B.G.Cetiner cetinerg@itu.edu.tr