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Organizing

Organizing. Organization defined:. “To arrange activities so that they systematically contribute to goal accomplishment.”. Dividing work Assigning tasks Coordinating diverse organizational tasks Clustering jobs into units Establishing relationships Establishing formal lines of authority

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Organizing

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  1. Organizing

  2. Organization defined: “To arrange activities so that they systematically contribute to goal accomplishment.”

  3. Dividing work Assigning tasks Coordinating diverse organizational tasks Clustering jobs into units Establishing relationships Establishing formal lines of authority Allocating and deploying organizational resources Purpose of Organizing

  4. Work specialization/Division of Labor • Each worker has a specific task • Each task is standardized • Work is repetitive • Work is broken into manageable steps

  5. Coordination of tasks Methods of departmentalizing By function By product By guest need By territory Or any combination of the above Departmentalization

  6. Authority • Comes with title and position • Two-way obligation • Expectations • Empowerment

  7. “rights” Obligation to perform Performance and outcome Responsibility

  8. Outlines those with authority from the top down BOD CEO Vice-president Clearly defined line of authority Everyone knows to whom they are to report Chain of command

  9. Number of employees a supervisor can efficiently manage Factors Type of work Skill level of employee Level of training Technology available Leadership style Management experience Span of Control

  10. Giving employees a degree of decision-making authority Allows employees to be flexible when dealing with difficult situations that do not necessarily require management attention Increase in guest satisfaction Empowerment

  11. Decision-making authority lies with top management in a centralized structure Lower management and line authority employees play a role in the decision-making process in a decentralized structure Today’s companies are moving towards centralized structures for cost reasons Centralization v. Decentralization

  12. High specialization rigid departmentalization Narrow spans of control High formalization Limited information network centralized Mechanistic organizations

  13. Low in complexity Low in formalization Decentralized Division of labor of non-standardized jobs Require few rules Require little supervision Organic organization

  14. Organizational structure Size Technology Degree of environmental uncertainty Contingency factors

  15. TQM model Front line associates participate Team makeup Coordination of effort Productivity issues Team-based structure

  16. Assigns specialists from different departments to work on projects Pool knowledge Communication is key Decision-making tends to move quicker Matrix structure

  17. Employee continuously works on projects Move to another project once completed Members have specific knowledge Project structure

  18. Small, independent businesses within a larger corporate structure Approval to implement strategies Assists with exposing employees to revenue and expense issues Independent Business Units (IBUs)

  19. No pre-defined structure Breakdown of external barriers Eliminates the chain of command Appropriate span of control Replace departments with empowered teams Boundaryless organizations

  20. Encouraging employee involvement • Teams • Self-managed • Productive • Job rotation • Job enlargement • Job enrichment

  21. Trends in Organizing • Increased used of scheduling programs • Use of the Internet for recipe access • Multitasking • More decentralization

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