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Organizing (1)
PhD, Eng., Katarzyna Piórkowska
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Learning outcomes
1. Explain „Organization”,
„Organizing”.
2. Explain organization design and
structure.
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Grouping tasks into jobs.
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Learning outcomes
4. Summarizing the effect of a
strategy, human resources, a
technology and environment on
an organization structure.
5. Describing the elements of an
organization structure.
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Organization as a system
System that is composed of interrelated
subsystems.
The survival or failure of the system is
dependent on the interrelations of
subsystems and their contribution to the
overall purpose of the system.
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Organization_Value Chain Approach
The set of activities an organization
performs to create and distribute its goods
and services including
direct activities
and
indirect activities
.
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Organization_Value Chain Approach
Primary activities
– they directly concerns
creating and delivering a product.
Support activities
– they are not directly
involved in production; may increase
effectiveness of efficiency.
It is rare for a business to undertake all
primary and support activities.
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Organization_Value Chain Approach
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Organizing
The process by managers establish working
relationships among employees to achieve
goals.
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Organization structure and design
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Organizational bonds
Hierarchic
Functional
Technical
Informational
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Job Design
Grouping tasks into specific jobs.
Job design helps determine:
what tasks are done,
how the tasks are done,
how many tasks are done,
in what order the tasks are done.
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Job Design
Job simplification
Job enlargment: increasing the number of different
tasks in a given job by changing the division of labor.
Job enrichment: increasing the degree of
responsibility.
Job rotation
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Good Job Design
allows for an employee input
gives employees a sense of
accomplishment
includes training so employees know
what tasks to do and how to do them
properly
provides good work/rest schedules
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Job Characteristics Model
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Factors Affecting Organizational Design
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(1) Work Specialization
a job is broken down into a number of
steps
each step is completed by a separate
individual
makes the efficient use of the diversity of
skills that workers have
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Economies and diseconomies of work
specialization
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(2) The Chain of Command…
… is the continuous line of authority that
extends from the highest level in an
organization to the lowest level and
clarifies who reports to whom.
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The Chain of Command…
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(3) Span of Control (connected with a
hierarchy)
a number of employees that a manager
can manage effectively
increased over the last several years
contingency variables impact the number
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(4) Authority versus responsibility
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Line Authority
a level of authority that entitles a
manager to direct the work of an
employee
contributes directly to the achievement
of organizational objectives
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(5) Centralized versus decentralized
CENTRALIZATION
: a function of how much
decision-making authority is pushed down
into lower levels in a organization.
DECENTRALIZATION
: pushing down
decision-making authority to the lowest
levels of an organization.
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The degree of centralization
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(6) Five ways to departmentalize
1. FUNCTION
2. PRODUCT
3. CUSTOMER
4. GEOGRAPHY
5. PROCESS
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(7) Formalization
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Thank You !!!