Loading presentation...

Present Remotely

Send the link below via email or IM


Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.



Lecture 7 - MGW 1010

I Baihaqi

on 23 April 2010

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Organising

Lecture 7 Identify why managers may need to organise.

Compare and contrast mechanistic and organic organisational designs.

Describe contemporary organisational designs.

Explain how Human Resource Management (HRM) can improve individual and organisational performance.

Question and discuss how managers can organise to control employee behaviour Learning goals Organising:
What needs to be decided? What tasks are to be done? Who will do them? How will the tasks be group? How will the activities be coordinated? Where will decisions be made? Who will report to whom? Who is accountable for decisions? Organisational Structure The formal arrangement of jobs within an organisation Organisational Structure and Design Organisational Design Developing and changing an organisation’s structure 6 Elements of Organisational Design Work Specialisation Departmentalisation Chain of command Span of control Centralisation - Decentralisation Formalisation The degree of jobs separation amongst different person. The risks of overspecialisation? How jobs are grouped together Functional Geographic Product Process Customer The continuous line of authority
which clarifies who reports to whom The number of subordinates managers can direct efficiently and effectively

Wider spans are more efficient but ineffective
Width of span is affected by factors such as:

Skills and abilities of the manager
Employee characteristics
Characteristics of the work being done
Physical proximity of subordinates The degree to which decision-making is concentrated at a single point in the organisation.
The degree to which jobs within the organisation are standardised and the extent to which employee behaviour is guided by rules and procedures. High formalisation = highly regulated
Low formalisation = less structure MGW 1010 Organising MECHANISTIC Design ORGANIC Design High specialisation
Rigid departmentalisation
High chain of command
Narrow spans of control
High formalisation
Cross functional teams
Cross hierarchical teams
Free flow of information
Wide spans of control
Low formalisation
Decentralised Contingency Factors Influencing Structural Design Decisions Strategy Technology Environment Size Organisation Structure Mechanistic Organic Degree of environmental uncertainty Organisation structure Learning Organisation An organisation that has developed the capacity to continuously learn, adapt, and change through the practice of knowledge management by employees The learning organisation Information sharing Leadership Organisational culture Organisational design Strong mutual relationship
Sense of community
Shared vision
Collaboration Open
Accurate Boundaryless
Empowerment Formalisation Work Specialisation
Generic Strategies: Cost leadership
Imitation Cost leadership Efficiency
Mechanistic structure Innovation Flexibility
Team oriented
Information sharing
Organic structure Imitation Mechanistic to control cost
Organic to mimic the innovation Organisations adapt their structure to their technology Organisational Designs Traditional Contemporary Organising the human resources: The HRM Process Alignment of HRM policies with strategy
Human resources as a competitive advantage Strategy HRM HRM Processes Organisational effectiveness More mechanistic Flexible, lean, innovative Traditional Simple Structure
Functional Structure
Divisional Structure Contemporary Team Structure
Matrix & project Structure
Boundaryless Structure
Learning organisation Simple structure Low departmentalisation, wide spans of control, authority centralised in one person & little formalisation
Functional Structure Divisional Structure Matrix Structure A Matrix Organisation in a School of Business Current Issues in HRM Workforce diversity
Work life balance
Sexual harrassment
Occupational health and safety
Down sizing Textbook: Chapter 10 & 12
Mintzberg (1980) Topic readings:
Full transcript