Transcript Management Fundamentals 4e - Mid

chapter
5
Organizing and
Delegating Work
Part 3: Organizing
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All rights reserved.
PowerPoint Presentation by Charlie Cook
The University of West Alabama
Exhibit 5–1 ● Organizing Questions
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5–2
●
Principles of Organization
• Unity of command and direction-only 1 boss
• Chain of command-know to whom you report and who reports
to you
• Span of management-how many employees report to you?
• Flat organizations- more employees report to you
• Tall organizations-fewer employees report to you
• Division of labor
• specialization-specialized jobs in a certain area like
accounting, sales, etc
• departmentalization-(differentiation)-breaking the organization
into different departments
• integration-coordinating the different departments
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5–3
Principles of Organization (contd)
• Coordination-all departments and individuals work
together to accomplish objectives.
• (Balanced) responsibility and authority-responsibilities
(the obligation)-are clearly defined and authority (the right
to make decisions, issue orders, use resources) to do
them is given and you are held accountable
• Delegation-assigning responsibility and
authority
• Flexibility-there will always be exceptions to the rule.
Flexibility is important to employees and customer
satisfaction.
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5–4
Coordination Methods
Direct Contact
Boundary Roles-
Liaisons-work in 1 dept
coordinate with the
external environment
but coordinate with the
other depts.
Integrators-ie project
managers
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Committees
5–5
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5–6
Exhibit 5–3 ● Scope of Authority
Responsibility
and Authority
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5–7
Types of Authority
• Formal Authority (or Structure)
 The organizationally-sanctioned way
of getting the job done.
 Organizational charts illustrate formal
lines of authority in firms.
• Informal Authority
 Relationships and communication that evolve as
employees interact and communicate that is
not sanctioned by the organization.
• Scope of Authority
 The authority narrows as it flows down
the organization.
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5–8
Levels of Authority
1. Authority to Inform
 Inform a superior of alternative actions and the
superior makes the decision.
2. Authority to Recommend
 List alternative decisions/actions and recommend
one action; the superior makes action decision.
3. Authority to Report
 Select and implement a course of action, and report
the action to the superior.
4. Full Authority
 Act independently without supervision.
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5–9
Line and Staff Authority
• Line Authority
 The responsibility to make decisions and issue orders down the chain of
command. (Operations department and Marketing departments for
example)
• Staff Authority
 The responsibility to advise and help other personnel. (Human
resources department and data processing department for example).
 Functional authority
 The right of staff personnel to issue orders to line personnel in
established areas of responsibility, i.e., when a maintenance
manager gives an order to the line personnel not to use a certain
machine because it needs repairs.
 Dual line and staff authority
 Staff personnel exercise line authority within their own departments
but may advise other departments, i.e., a public relations manager
has line authority over his own department but may advise other
departments.
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5–10
Centralized and Decentralized Authoritywho makes the important decisions?
• Centralized Authority
 Important decisions are made by top managers.
• Decentralized Authority
 Important decisions are made by middle and first-line
managers.
• Most businesses are on a continuum between
the two.
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5–11
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5–12
Organizational Design
• Organization Chart
 A graphic illustration of the organization’s
management hierarchy and departments and their
working relationships.
 The level of management hierarchy, chain of command, the
division and type of work, and departmentalization.
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5–13
Exhibit 5–5 ● Organization Chart
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5–14
Departmentalization
• Departmentalization
 The grouping of related activities into units.
• Types of Departmentalization
 Functional
 Organizing departments around essential input activities, such as
production, sales, and finance, that are managerial or technological
functions.
 Product (Service)
 Organizing departments around goods (or services).
 Customer
 Organizing departments around the needs of different types of
customers.
 Territory (Geographic)
 Establishing separate units in each area in which the enterprise
does business.
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5–15
Exhibit 5–6 ● Types of Departmentalization
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5–16
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5–17
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5–18
Job Design
• Job Design
 The process of identifying tasks that each employee
is responsible for completing.
 Affects job satisfaction and productivity.
 Empowering employees to be involved in designing
their own jobs motivates them to increase
productivity.
 Google-20% of each employee’s time must be spent in
creative pursuits (roughly 1 day a week). On that day they
can work on any project of interest to them that could be
used by Google. This is one of Google’s strategies to
discover “the next big idea.”
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5–19
Exhibit 5–8 ● Job Design Options
Job Simplification
Eliminate tasks
Combine tasks
Change task sequence
Job Expansion
Rotate jobs (job rotation)
Add tasks (job enlargement)
Increase task variety and employee responsibility
(job enrichment)
Work Teams
Integrated -the team is given a number of tasks and
assigns members and then rotates them.
Self-managed –the team is assigned a goal and then
the team does the management functions of
planning, leading, organizing and controlling.
Job Characteristics Model
Focuses on the 5 core job dimensions (skill variety,
task identity, task significance, autonomy, and
feedback) and psychological states of employees.
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5–20
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5–21
Setting Priorities
• Priority-Determination Questions
1. Do I need to be personally involved because of my unique knowledge
or skills?
2. Is the task my responsibility, or will it affect the performance or finances
of my department?
3. When is the deadline—is quick action needed?
• Assigning Priorities
 Delegate (D) priority: The task is delegated if the answer to question 1
is no.
 High (H) priority: Assign the task a high priority if you answer yes to all
three questions.
 Medium (M) priority: Assign the task a medium priority if you answer
yes to question 1 but no to one of the remaining two questions.
 Low (L) priority: Assign the task a low priority if you answer yes to
question 1 but no to both questions 2 and 3.
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5–22
Exhibit 5–10 ● Prioritized To-Do List
1. Write the task that you must perform on the task line.
2. Answer the three priority questions by placing a Y (yes)
or N (no) in the relevant column.
3. Assign a priority to the task by placing the letter D
(delegate), H (high), M (medium), or L (low) in the priority
column.
4. Determine which task to complete now.
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5–23
Delegation
• Benefits
 More time for other
high-priority tasks.
 Trains employees and
improves their selfesteem.
 Enriches jobs and
improves personal and
work outcomes.
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• Obstacles
 Reluctance to stop
doing tasks personally.
 Fear of employee’s
failure to accomplish
task.
 Threatened by
employee’s success.
5–24
Exhibit 5–11 ● What to Delegate and What Not to Delegate
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5–25
Exhibit 5–12 ● The Delegation Process
1. Explain the need for delegating and the
reasons for selecting the employee.
2. Set objectives that define responsibility,
the level of authority, and the deadline.
3. Develop a plan.
4. Establish control checkpoints and hold
employees accountable.
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5–26