ORGANIZING

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ORGANIZING

• A FRAMEWORK, A PLAN TO ACHIEVE GOALS

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STRATEGYGOALSACTIVITIES

• GROUP THE ACTIVITIES
• COORDINATE THE ACTIVITIES
• ASSIGN TASKS
• SELECT, PLACE, TRAIN, EDUCATE, AUTHORITY,
  RESPONSIBILITY(EMPOWER)

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FORMS OF STRUCTURE

• FUNCTIONAL
• DIVISIONAL
• PRODUCT
• MARKET CHANNEL
• GEOGRAPHICAL
• CUSTOMER/CLIENT
• MATRIX
• NETWORK

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FUNCTIONAL GROUP SIMILAR TASKS, JOBS

• SPECIALIZATION, EXPERTISE
• EFFICIENCY
• ECONOMY OF SCALE
• ? ACCOUNTABILITY OVERALL
• ? ACROSS FUNCTIONS - CHIMNEYS
• Coordination, Communication
• ? Narrow Jobs

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PRODUCT

• FOCUS ON PRODUCT/SERVICE
• ACCOUNTABILITY - PRODUCT
• ? DUPLICATION OF FUNCTIONS
• ? ACROSS DIVISIONS
• CORPORATE FOCUS?
• COORDINATION
• COMMUNICATION

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MARKET CHANNEL

• FOCUS ON MARKET CHANNEL
• ACCOUNTABILITY - CHANNEL
• ? DUPLICATION OF FUNCTIONS
• ? ACROSS DIVISIONS
• CORPORATE FOCUS?
• COORDINATION
• COMMUNICATION

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GEOGRAPHICAL

• FOCUS ON TERITORY
• ACCOUNTABILITY - TERRITORY
• ? DUPLICATION OF FUNCTIONS
• ? ACROSS DIVISIONS
• CORPORATE FOCUS?
• COORDINATION
• COMMUNICATION

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CUSTOMER, CLIENT

• FOCUS ON CUSTOMER
• ACCOUNTABILITY - CUSTOMER
• ? DUPLICATION OF FUNCTIONS
• ? CROSS DIVISIONS
• CORPORATE FOCUS?
• COORDINATION
• COMMUNICATION

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MATRIX

• (SPECIAL BLEND OF RESOURCES)
• FOCUS PRODUCT, PROJECT
• FLEXIBLE, BUILT TO FIT
• PROFIT CENTER
• ? ACCOUNTIBILITY
• ? JOB INSECURITY

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TYPES OF MATRIX
TYPE OF STRUCTURE
TYPE OF AUTHORITY
DURATION
TASK FORCE
STRONG FORMAL
SHORT
PROJECT MANAGER
MEDIUM FORMAL
MEDIUM
PRODUCT MANAGER
PERSUASIVE
PERMANENT
CROSS FUNCTIONAL TEAM
VARIES
VARIES
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NETWORK

• (HUB PLUS SUB-CONTRACTORS)
• FOCUS
• COORDINATE
• FLEXIBLE
• OUTSOURCE
• ? CONTROL
• ? OUTSOURCE

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LINE - STAFF

• LINE DIRECTLY INVOLVED
• STAFF INDIRECTLY
• TO DETERMINE PROPER FOCUS, MISSION

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AUTHORITY

• RIGHT TO
• MAKE DECISIONS,
• ISSUE ORDERS,
• REQUESTS, ETC.

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POWER

• ABILITY
• TO INFLUENCE
• REAL AUTHORITY

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BASES OF POWER(FRENCH RAVEN)

• LEGITIMATE
• COERCIVE
• REWARD
• EXPERT
• REFERENT

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BASES OF POWER(WEBER)

• LEGITIMATE
• TRADITIONAL
• CHARISMATIC

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BASES OF POWERANOTHER VIEW

• CONTROL RESOURCE ACCESS
• AWARE OF IT
• WANT TO HAVE POWER
• KNOW HOW TO USE IT

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RESPONSIBILITY OBLIGATION

• AUTHORITY RESPONSIBILITY

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DELEGATING AUTHORITY

• 1. DECIDE GOALS/TASKS TO ASSIGN
• TEACH MISSION, EDUCATE
• CAPABLE PERSON IN POSITION
• TRAIN

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DELEGATING AUTHORITY

• 2. MAKE ASSIGNMENTS
• AGREE ON MISSION, GOALS, TASKS
• ESTABLISH LIMITS (POLICY)
• AGREE ON RESULTS, MEASUREMENT
• ESTABLISH MONITORS, FEEDBACK
• GIVE INFORMATION

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DELEGATING AUTHORITY

• 3. GRANT AUTHORITY TO ACT
• TRANSFER RIGHT TO DECIDE
• TRANSFER RIGHT TO COMMIT RESOURCES
• BACK UP IN WRITING
• COORDINATE WITH OTHER PEOPLE/POSITIONS

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DELEGATING AUTHORITY

• 4. HOLD RESPONSIBLE/ACCOUNTABLE
• CHECK PROGRESS
• DO NOT INTERFERE

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DELEGATING AUTHORITY

• 5. MONITOR
• REWARD
• REMOVE ROADBLOCKS
• TEACH
• COMMUNICATE
• GIVE INFORMATION
• GIVE RESOURCES
• HOLD ACCOUNTABLE

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Whos responsible? Or Everybody is somebody
This is a story about four people named
Everybody, Somebody, Anybody, and Nobody. There
was an important job to be done and Everybody was
asked to do it. Everybody was sure Somebody
would do it. Anybody could have done it, but
Nobody did it. Somebody got angry about that,
because it was Everybodys job. Everybody
thought Anybody could do it, but Nobody realized
that Everybody wouldnt do it. It ended up that
Everybody blamed Somebody when Nobody did what
Anybody could have done. Anonymous
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PROBLEMS WITH DELEGATION

• RELUCTANCE TO DELEGATE
• NOT DONE WELL
• NO CLEAR SYSTEM, CONTROL
• POWER CONSIDERATIONS
• MOVE UP THROUGH POSITION
• DO NOT LEAVE OLD JOB

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PROBLEMS WITH DELEGATIONCONTD

• RELUCTANCE TO DELEGATE
• TIGHTLY HELD /FAMILY OR ORGANIZATION
• DONT TRUST SUBORDINATE
• NOT TRAINED
• WONT MAKE RIGHT DECISION
• MATRIX STRUCTURES

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PROBLEMS WITH DELEGATION

• RELUCTANCE TO ACCEPT

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LIMITS ON AUTHORITY

• BEYOND SUBORDINATES WILLINGNESS, CAPACITY
• DIFFERING ROLES
• WORK RULES

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LIMITS ON AUTHORITY

• NORMS, CULTURE
• UNION RULES
• DIFFERENT PERCEPTIONS
• DIFFERENT BELIEFS

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CENTRALIZATION--DECENTRALIZATION

• (INFLUENCING FACTORS)
• STRATEGY
• ENVIRONMENT
• ORGANIC, MECHANISTIC
• CORE, BOUNDRY SPANNERS
• UNCERTAINTY, CERTAINTY
• TECHNOLOGY - INTERDEPENDENCE

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CENTRALIZATION--DECENTRALIZATION

• (INFLUENCING FACTORS, contd.)
• COST OF DECISION, RISK
• UNIFORMITY OF POLICY
• GEOGRAPHICAL DISPERSION
• PHILOSOPHY, CULTURE

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CENTRALIZATION--DECENTRALIZATION

• (INFLUENCING FACTORS, contd.)
• AVAILABILITY OF MANAGERS
• ABILITY
• DESIRE
• SIZE OF ORGANIZATION, GROWTH
• DIFFERENTIATION
• FORMALIZATION

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COORDINATION TOOLS

• RULES, PROCEDURES, POLICIES
• GOALS
• HIEARCHY
• PLANS

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COORDINATION TOOLS

• TEAMS
• COMMITTEE
• LAISON
• ORGANIZATION CULTURE
• CULTURE IN SOCIETY

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SPAN OF MANAGEMENT

• (FACTORS AFFECTING)
• SKILL, STYLE OF SUPERVISOR
• SKILL, STYLE OF SUBORDINATES
• TYPE OF TASKS
• COMPLEX
• ROUTINE

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SPAN OF MANAGEMENT

• (FACTORS AFFECTING, contd.)
• COORDINATION OF INTERACTIONS
• FREQUENCY
• SEVERITY
• ASSISTANCE
• ASSISTANTS
• GOALS, PLANS, ETC.
• PHILOSOPHY, CULTURE

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TALL, FLAT

• NUMBER OF LEVELS
• NUMBER OF MANAGERS
• SPAN OF MANAGEMENT
• ?VERTICAL COMMUNICATION?
• FLAT NOT NECESSARILY DECENTRALIZED!

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CHAIN OF COMMAND

• DIRECT LINES OF AUTHORITY
• FORMAL LINES OF AUTHORITY

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UNITY OF COMMAND

• REPORT TO ONLY 1 SUPERVISOR

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PLACING SERVICE DEPT.

• ACCESSIBLE
• CLOUT
• OWNED BY A DEPARTMENT
• LEVEL
• TITLE

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STAFF AUTHORITY

• ADVISORY
• SERVICE
• CONTROL
• FUNCTIONAL