HOFAM vak Organisatie & Management les 7

Het vier-instrumentenmodel van managementcontrol

2

Waarnem ing en beoordeling van het verloop van de activ ite iten en

beoordeling van het resultaat gericht op b ijsturing

Leiderschap

3e instrum ent(le id ing geven; beslissingen

overdragen; taken opdragen;m otiveren)

Regels voortaakgedrag

Conditionering(begrenzing) vanhet taakgedrag

Voorspelbaarheidvan het taakgedrag

Kader van doelste llingen,strategiebepaling en p lannen

1e instrum ent

Kader van organisatiestructuur

P rocesbeheersings-procedure

4e instrum ent

M edewerkers Activite itenin een proces

Doel/resultaat

Manager

2e instrum ent

Organizing

3

− Organization is the deployment of resources to achieve strategic goals.

− It is reflected in• Division of labor into specific departments &

jobs• Formal lines of authority• Mechanisms for coordinating diverse

organizational tasks

Organization Structure

4

Defines how tasks are divided, resources are deployed, and departments are coordinated

● Set of formal tasks assigned● Formal reporting relationships● The design of systems to ensure effective coordination of

employees across departments

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The Organization Chart

Visual representationof an

organizational structure

Chain of Command

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− Unbroken line of authority that links all persons in an organization

− Shows who reports to whom

− Associated with two underlying principlesUnity of CommandScalar Principle

Authority

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− Formal and legitimate right of a manager to make decisions and issue orders

− Allocate resources to achieve organizationally desired outcomes

− Authority is distinguished by three characteristicsAuthority is vested in organizational positions, not

peopleAuthority is accepted by subordinates Authority flows down the vertical hierarchy

Responsibility

Flip side of the authority coin

− The duty to perform the task or activity an employee has been assigned

− Managers are assigned authority commensurate with responsibility

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Accountability

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− Mechanism through which authority and responsibility are brought into alignment

− People are subject to reporting and justifying task outcomes to those above them in the chain of command

− Can be built into the organization structure

Five Approaches to Structural Design (1)

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2. D ivis ional

H um anR esources

AccountingM anufacturing

1. Vertica l Functional

H um anR esources

AccountingM anufacturing H um anR esources

AccountingM anufacturing

ProductD iv is ion 2

ProductD iv is ion 1

Five Approaches to Structural Design (2)

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4. Team -Based

3. M atrix

H um anR esources

AccountingM anufacturing

ProductD ivis ion 2

ProductD ivis ion 1

5. N etw ork

D esigner M anufacturer

C entra l H ub

H um anR esources

AgencyM arketer

Relationship of approach to strategy and the Environment

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Strategic Goals:Cost leadership, efficiency, stability

Strategic Goals:Differentiation, innovation, flexibility

FunctionalS tructure

Functional w ith interdepartm entalTask Forces, Integrators

D ivisionalS tructure

Horizonta lTeam s

StrategicG oals

Netwerkorganisatie

4 vormen van samenwerking tussen autonome organisaties (artikel van Michael Pullens):

1 “Achterkant”: klant – leverancier

2 Joint venture

3 Distributie-concept (b.v. franchise-onderneming)

4 “Voorkant”: vergroting van het marktpotentieel

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