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Transcript of Organizing
Departmentalization Arce Chua Buenaobra Cruz Consebido -the grouping of activities needed in attaining objectives -the assignment of each grouping to a manager with the authority to supervise it -the provision for coordination horizontally (on a similar organizational level) and vertically (corporate headquarters, division and department) in the organization What is a skill ? A skill is a learned talent that a person has acquired to perform a task. Skills change as one’s training or experience occurs. A person can be trained to acquire new skills. TECHNICAL SKILLS HUMAN SKILLS CONCEPTUAL SKILLS DESIGN SKILLS ANALYTICAL SKILLS ADMINISTRATIVE SKILLS Technical Skills Human Skills Conceptual Skills Design Skills Analytical Skills Administrative Skills -skills necessary to accomplish specialized activities -enable managers to use their knowledge of the tools, techniques, and procedures in a particular field -“know how” -commonly known as interpersonal or people skills -the ability to communicate (verbally and non-verbally), understand, lead, and work well with others -concerned with motivation and developing team spirit -enable managers to understand information about the external and internal environment of the organization -enable top-level managers to look at their organization as a whole and to understand how separate work groups affect and depend on each other -ability to “see the big picture” is a managerial function that involves determining the tasks to be done, who will do them, and how they will be managed. Managers must organize the members of their organization so that information, resources, and tasks flow logically and efficiently through the organization. Organizing The importance of technical, human, and conceptual skills differs at various levels in the organization. Conceptual skills are mostly required by the top-level managers because they spend more time in planning, organizing, and problem solving. Human skills are required by managers of all because they need to interact and work with their others. Low-level managers require more technical skills since they are in charge of the actual operations. -ability to design workable and practical solutions to problems -enable managers to recommend solutions -ability to identify the variables in the situation, how they are related, and decide which ones should receive the most attention -use of scientific techniques in solving managerial problems -ability to get things done by communicating, cooperating and coordinating with others -the basis on which individuals are grouped into departments and departments into total organizations FUNCTIONAL
APPROACH People are grouped together in departments by common skills and work activities. -a.k.a. Product Structure/ Program Structure/ Self-Contained Unit Structure Departments are grouped together into separate, self-contained divisions based on a common product, program or geographical region. DIVISIONAL
APPROACH Functional and divisional chains of command are implemented simultaneously and overlay one another in the same departments. Two chains of command exist and some employees report to two bosses. The organization creates a series of teams to accomplish specific tasks and coordinate major departments.
This approach enables organizations to implement team concepts. -the arrangement of individual jobs and activities into logical units and then combining these units to form the total organization (Management by Richard L. Daft) (Management by Thill and Dovel) Management
Styles 1. Autocratic Style
2. Consultative Style
3. Participative Style
4. Empowering Style Highly Directive / Low Supportive
•Manager tells employees what to do and how to do it and closely oversees performance.
•Manager makes decisions without any employee input.
Highly Directive / Highly Supportive
•Manager sells employees on doing the task and oversees performance.
•Manager typically gets input from individual employees when making decisions.
Low Directive / High Supportive
•Manager develops motivation by developing confidence.
•Manager typically has a group meeting to get employee input into decisions.
Low Directive / Low Supportive
•Manager assigns tasks and lets the employee do it on their own.
•Manager lets the employee or group make decision. Hi BSA! The organization becomes a small, central broker electronically connected to other organizations that perform vital functions. Departments are independent contracting services to the broker for a profit. Departments can be located anywhere in the world. -It is the basis for grouping together jobs that relate to a single organizational function or specialized skill, such as marketing, finance, operations, human resources, information resources and research & development. Divisional Departmentalization -Each department is smaller and focuses on a single product line. Departments are duplicated across product line. -Based on organizational outputs. Another example of divisional structure: Geographic-Based -all functions in a specific region report to the same division manager -easy pinpointing of responsibility for product problems -duplication of resources and high cost of running separate divisions PROS CONS Matrix Departmentalization -An organizational structure that utilizes functional and divisional chains of command simultaneously in the same part of the organization. TWO-BOSS EMPLOYEE -an employee who reports to two bosses/supervisors simultaneously MATRIX BOSS -a product or functional boss responsible for one side of the matrix TOP LEADER -the overseer of both the product and the functional chains of command, responsible for the entire matrix Crossfunctional -consists of employees from various functional department that meets as a team to resolve mutual problems Permanent team -a group of participants from several functions who are permanently assigned to solve ongoing problems of common interest KINDS -An organization structure that disaggregates major functions into separate companies that are brokered by a small headquarters organization. Rather than manufacturing, engineering, sales and accounting being housed under one roof, these services are provided by separate organizations working under contract and connected electronically to the central office.