chapter 3 organizing by :nasser a. kadasah. chapter 3 will cover: 3.1 organization theory 3.3 types...
TRANSCRIPT
Chapter 3Chapter 3
ORGANIZINGORGANIZING
By :Nasser A. Kadasah
Chapter 3 will cover:Chapter 3 will cover:
3.1 Organization Theory
3.3 Types of Organizations
3.5 Centralization & Decentralization
3.6 Authority and Responsibility
Organizing Organizing
Definition: The formal grouping of people and activities.
To: facilitate achievement of the firm’s objectives.
Relationship of Objectives and Organizational LevelsRelationship of Objectives and Organizational Levels
6 .Department and Unit Objectives
5 .Division Objectives
4 .More specific Overall Objectives(e.g. In key result area)
3 .Overall Objectives of the Organization (long range strategic)
2 .Mission
1.Socio-EconomicPurpose
7 .Individual Objectives: •Performance•Personal development objectives
some
some
Board of directors
Top-level Managers
Middle Managers
Lower-Level Managers
Organization Hierarchy
Hierarchy of Objectives
3.1 Organization Theory3.1 Organization Theory
Study ofstructure.Functioning.Performance
organization & behavior of groups and individuals.
of the
3.3 Types of Organizations3.3 Types of Organizations
3.3.1 Military or Line System
3.3.2 Functional System
3.3.3 Line and Staff System
3.3.4 Matrix System
3.3.5 Hybrid design
3.3.1 Military or Line System
3.3.2 Functional System
3.3.3 Line and Staff System
3.3.4 Matrix System
3.3.5 Hybrid design
3.3.1 Military or Line System…(1)3.3.1 Military or Line System…(1)
Authority flows from the person at the top to the lowest person, VERTICALLY.
The General Manager may be put in charge of the whole organization.
Business unit is divided into departments headed by Department Head . Department Head receives orders from the General
Manager.
Military or Line System…(2)Military or Line System…(2)
The employees at the same line do not receive orders from each other.
The workers do not have the authority to approach higher officers except through their immediate poss.
3.3.1.1 Merits3.3.1.1 Merits
Simplicity: Simple to establish & simple to explain to employees.
Unified control: Unity of Control. Strong discipline: Because of unified control. Fixed responsibility: Everyone knows whom he is
responsible. Prompt decision: Because of unification of authority
and responsibility ensures quick & prompt decisions.
Flexibility: Since executive has the full authority he can change.
3.3.1.2 Demerits3.3.1.2 Demerits
Overloading: Too much is expected from the person in authority.
Lack of specialization: Foreman cannot give guidance in all matters below him.
Inadequacy of communication: No communications from the lower ranks.
Scope for favoritism: May judge people according to his notion.
Suitability: Restricted suitability. Good only for:
Small Units Routine works.
3.3.2 Functional Organization3.3.2 Functional Organization
Entire work is divided into various departments.
No duplication. The work allotted to one department
consists of interrelated jobs. Similar work in one department
3.3.2.1 Merits3.3.2.1 Merits
Ensure greater division of labour get advantage of specialization.
High efficiency Because : Workers do limited. Number of operations.
Ensure the separation of mental and manual functions.
Facilitates mass production through: Specialization. Standardization.
3.3.2.2 Demerits3.3.2.2 Demerits
Unstable: weakens disciplinary controls because of making workers work under several bosses.
Too complicated: Divided functions to more & more sub functions.
Difficult: For managers for fix responsibility for unsatisfactory results.
Conflict: Among foreman & equal ranks.
3.3.3 Line & Staff Organization3.3.3 Line & Staff Organization
Staff specialists advice: Line managers in performing their duties.
Purely Advisory.
Have right to recommend BUT no authority to enforce their preferences.
3.3.3.1 Merits3.3.3.1 Merits
Specialization: Experts to provide advice. Quality Decisions: Good decisions due to careful
study and thought. Prospect for personal growth: Opportunity for
concentrating in a particular area thereby increasing personal efficiency.
Training ground for personnel: Training needs can be easily identified. Staff provides knowledge & expertise to line managers.
3.3.3.2 Demerits3.3.3.2 Demerits
Lack of well-defined authority.
Line & staff conflicts.
Suitability: Generally good in large organization where specialization of activities is required.
3.3.4 Matrix Organization3.3.4 Matrix Organization
Imposing a set of project structure on top of a functional structure.
Members of project team are selected from the functional department.
3.3.4.1 Merits3.3.4.1 Merits
Challenge for team members. Enlarges tasks for people. Develops employees skills. Encourages people to identify with end
products.
3.3.4.2 Demerits3.3.4.2 Demerits
Require high level of interpersonal skills. Negative morale when there is pressure. Leads to power struggles between
functional & project manager. Costly to implement and maintain.
3.5 Centralization & Decentralization3.5 Centralization & Decentralization
3.5.1 Advantages of Centralization
3.5.2 Advantages of Decentralization
3.5.1 Advantages of Centralization
3.5.2 Advantages of Decentralization
3.5 Centralization & Decentralization3.5 Centralization & Decentralization
Centralization: Much of decision-making authority is retained at the top management.
Decentralization: Much of decision-making authority is pushed downward lower management.
3.5.1 Advantages of Centralization3.5.1 Advantages of Centralization
Broad overview of business is easier to achieve. Strategic direction setting is easier. Gives absolute and clear control. Makes administration easier. Common standards can be fixed. Provides certain expert functions cost effectively. Conflicting decisions are easier to avoid. Economies of scale can be achieved.
3.5.2 Advantages of Decentralization3.5.2 Advantages of Decentralization
Local management can react to changing local conditions so that business can act quickly.
Decision-making is quicker, clearer and based on more precise understanding of local conditions.
Greater likelihood of innovation and creativity will make for a healthier business.
Local responsibility and authority result in effective development of managerial skills.
Burden of administration and paper work are reduced. Functional department will be leaner and easier to
control.
3.6 Authority & Responsibility3.6 Authority & Responsibility
3.6.1 Source of Authority
3.6.3 Responsibility & Delegation
3.6.4 Principle of Delegation
3.6.1 Source of Authority
3.6.3 Responsibility & Delegation
3.6.4 Principle of Delegation
3.6 Authority and Responsibility 3.6 Authority and Responsibility
Authority: Legal or power that gives a right to command.
Responsibility: The obligation of a subordinate to whom a duty has been assigned to perform the duty.
3.6.1 Source of Authority3.6.1 Source of Authority
The Formal Authority Theory: Power is given or pass because of position.
The Acceptance Authority Theory: Subordinates acceptance of power.
3.6.3 Responsibility & Delegation3.6.3 Responsibility & Delegation
Responsibility cannot be delegated.
Accountability: indicates liability for the proper discharge of duties by subordinates.
3.6.4 Principles of Delegation3.6.4 Principles of Delegation
Principle of functional definition: Needs: patience, intelligence and clarity of objectives
& plans. Scalar principle:
The chain of direct authority relationships from superior to subordinates.
Authority level principle: Decision to be taken based on authority.
Principle of unity of command: Each subordinates should report to only one superior.