Transcript Agenda and Announcements • Agenda – Team Training Presentation – Review Chapter 6 – Hitachi Case – Freddie Barrett – Conflict Management • Announcements – Class Grades.

Agenda and Announcements
• Agenda
– Team Training Presentation
– Review Chapter 6
– Hitachi Case
– Freddie Barrett – Conflict Management
• Announcements
– Class Grades Now in Blackboard System
• E-mail on Sunday with Instructions
• ID any missing assignments from Gradebook
– Participation Option – Blackboard Forums
– Feedback–Re-look at Environmental Factors in Chapter 2
• External Factors (understand: society, labor, technology, economy)
• Internal Factors (understand: structure, systems processes)
Copyright © 2006 Thomson Business and Economics. All rights reserved.
6–1
Chapter 6
Organizing and
Delegating Work
PowerPoint Presentation by Charlie Cook
The University of West Alabama
Copyright © 2006 Thomson Business and Economics.
All rights reserved.
Organizing Questions
Questions for Managers
Chapter Topic
Who should departments
and individuals report to?
Chain of command;
organization chart
How many individuals should
report to each manager?
Span of management
How should we subdivide
the work?
Division of labor;
departmentalization
How do we get everyone to
work together as a system?
Coordination
At what level should decisions
be made?
Centralization vs. decentralization
of authority
How do we organize to meet
our mission and strategy?
Departmentalization
Exhibit 6–1
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6–3
Levels of Authority
• Authority to Inform
– Inform a superior of action alternatives and the
superior makes the decision.
• Authority to Recommend
– List alternatives/actions and recommend one
action; superior makes action decision.
• Authority to Report
– Select and implement a course of action,
reporting action to superior.
• Full Authority
– Acting independently without supervision.
$$ LEVELS OF AUTHORITY ARE USUALLY SPELLED OUT
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6–4
Line and Staff Authority
•
Line Authority
–
•
The responsibility to make decisions and issue orders down the
chain of command OF AN OPERATIONS ORGANIZATION
• SALES, MANUFACTURING, SERVICE, OPERATIONS.
Staff Authority
–
–
The responsibility to advise and assist line and other personnel.
STAFF PROVIDES EXPERTISE ACROSS MULTIPLE GROUPS
Example:
Service Dept. Head
US Region
EurAsia Region
• Staff vs. Line –
• Who has Authority & Responsibility?
• Who has Accountability?
• Staff “Serves” Line or Line “Serves” Staff
S. Hemisphere
Staff Support
Technical Support
Procedures
Purchasing
Safety
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6–5
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6–6
Line and Staff Authority (cont’d)
• General staff
– Work for only one manager and help the
manager in any way needed.
• Specialist staff
– Help anyone in the organization who needs it.
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6–7
Centralized and Decentralized Authority
• Centralized Authority
– Important decisions are made by top managers.
• Decentralized Authority
– Important decisions are made by middle and
first-line managers.
CAN ALSO APPLY TO
SPECIALIZED DEPARTMENTS
• Human Resources
• IT
• Real Estate
• Purchasing/Supply Chain
• Legal
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6–8
Organization Design
• Contingency Factors Affecting Structure
–
–
–
–
Environment (mechanistic versus organic)
Production technology
Strategy (“structure follows strategy”)
Size of the organization (larger = more formal)
• Organization Chart
– A graphic illustration of the organization’s
management hierarchy and departments and
their working relationships.
•
Management level, chain of command, division and
type of work, and departmentalization.
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6–9
Types of Departmentalization
Exhibit 6–6
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6–10
Types of Departmentalization (cont’d)
Exhibit 6–6 cont’d
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6–11
Multiple Departmentalization
• Hybrid structures using combinations of
functional and product departmentalization
• Matrix Departmentalization
– Unity of command
– Coordination issues
• Divisional Departmentalization
– Strategic business units (SBUs)
– Conglomerate structures: profit centers
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6–12
Matrix Departmentalization
Exhibit 6–7
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6–13
New Approaches to Departmentalization
• Horizontal Team Organization
– Has an all-directional focus to increase speed of
response, individual accountability, flexibility,
knowledge sharing, and coordination.
– Networks
•
Boundaryless interrelationships among different
organizations.
– Virtual Organization
•
A continually evolving group of companies that unite
temporarily to exploit specific opportunities or to
attain strategic advantages and then disband when
objectives are met.
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6–14
Job Design
• Job Design
• Job Design Options
– The process of
identifying tasks that
each employee is
responsible for
completing.
– Job Simplification
• Eliminate tasks
• Combine tasks
• Change task sequence
– Job Expansion
• Rotate jobs
• Add tasks
• Job enrichment (increase
task variety and
employee responsibility)
– Work Teams
• Integrated
• Self-managed
Exhibit 6–8
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6–15
The Job Characteristics Model
Exhibit 6–9
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6–16
Great Job Designs Consider:
• Functional Completeness – Beginning to End (Autonomy)
• Consistent Relationship – Ongoing Relationships (Identity)
• Feedback from the Work Itself – Direct Not Filtered
Example:
Customer A
Customer B
Customer C
Customer D
Order Intake
Copy
Collate
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Assemble
Ship/Deliver
6–17
High Performance Organizational Design
1. Design Workflow and Decision
Points
2. Gather Tasks into Jobs
–
–
–
–
Functional Completeness
Consistent Relationships
Feedback
Authority, Responsibility and
Accountability
Supervision:
• Different Tasks than Employees
• Coordination, Resource Mgmt.,
Training, Cross Department
Integration
3. Build Appropriate Supervision
Workflow:
Order Intake
Copy
•
Job Design:
•
Organization:
Business
Collate
Assemble
Ship/Deliver
Business School Copy Clerk
Copy Center Mgr.
Nursing
Engineering
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Administration
Law
6–18
Delegation
• Benefits
• Obstacles
– More time for other
high-priority tasks.
– Trains employees
and improves their
self-esteem.
– Enriches jobs and
improves personal
and work outcomes.
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– Reluctance to stop
doing tasks
personally.
– Fear of employee’s
failure to accomplish
task.
– Threatened by
employee’s success.
6–19
What to Delegate and What Not to Delegate
• What to Delegate
• What Not to Delegate
– Paperwork
– Routine tasks
– Technical matters
– Tasks that develop
employees
– Tasks associated with
solving employee’s
problems
– Anything that you need
to be involved with
because of your unique
knowledge or skill
– Personnel matters
(evaluating, disciplining,
firing)
– Confidential matters
Depending on Situational Leadership and Management Style
- Projects or tasks in crisis
- Activities delegated to you personally
Exhibit 6–11
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6–20