Chap10

© Prentice Hall, 2005 1 - 1


ObjectivesObjectivesObjectivesObjectives1.An understanding of the organizing function

2.An appreciation for the complexities of determining appropriate organizational structure

3.Insights into the advantages and disadvantages of division of labor

4.A working knowledge of the relationship between division of labor and coordination

5.An understanding of span of management and the factors that influence its appropriateness

6.An understanding of scalar relationships


A Definition of OrganizingA Definition of OrganizingA Definition of OrganizingA Definition of OrganizingFayol’s Guidelines

1.Judiciously prepare and execute the operating plan2.Organize the human and material facets3.Establish a single competent, energetic guiding authority4.Coordinate all activities and efforts5.Formulate clear, distinct, and precise decisions6.Arrange for efficient selection7.Define duties8.Encourage initiative and responsibility9.Offer fair and suitable rewards for services rendered10.Make use of sanctions against faults and errors11.Maintain discipline12.Ensure individual interests are consistent with organization’s general interests13.Recognize the unity of command14.Promote both material and human coordination15.Institute and effect controls16.Avoid regulations, red tape, and paperwork


A Definition of OrganizingA Definition of OrganizingA Definition of OrganizingA Definition of OrganizingThe Importance of Organizing

Responsibilities of an organizing department would include:1. Reorganization plans to make management system more effective and efficient2. Plans to improve managerial skills to fit current management system needs3. An advantageous organizational climate within the management system

The Organizing Process1. Reflect

2. Establish

3. Divide

4. Allocate

5. Evaluate

The Organizing Subsystem


A Definition of OrganizingA Definition of OrganizingA Definition of OrganizingA Definition of Organizing






Classical Organizing TheoryClassical Organizing TheoryClassical Organizing TheoryClassical Organizing TheoryWeber’s Bureaucratic ModelStructure

Authority and ResponsibilityFormal and Informal StructureDepartmentalization and Formal Structure: A Contingency ViewpointFunctional DepartmentalizationProduct DepartmentalizationGeographic DepartmentalizationCustomer DepartmentalizationManufacturing Process DepartmentalizationForces Influencing Formal Structure

1. Manager2. Task3. Environment4. Subordinates


Classical Organizing TheoryClassical Organizing TheoryClassical Organizing TheoryClassical Organizing Theory














Classical Organizing TheoryClassical Organizing TheoryClassical Organizing TheoryClassical Organizing TheoryDivision of Labor

Advantages and Disadvantages of Division of LaborDivision of Labor and Coordination

Follett’s Guidelines on Coordination

Span of ManagementDesigning Span of Management:A Contingency Viewpoint

Similarity of functions Geographic continuity Complexity of functions Coordination Planning

Graicunas and Span of ManagementHeight of Organization Chart

Scalar RelationshipsFayol’s Guidelines on Chain of Command








QuestionsQuestions

Business

Chap10