Slide MAN 101 Slide 05

ORGANIZING

It involves....
• Organizational Structure and Design
• Managing Human Resources
• Managing change and Innovation

9-3

Exhibit 9.1 Some Purposes of Organizing
• Divides work to be done into specific jobs and
departments
• Assigns tasks and responsibilities associated with
individual jobs
• Coordinates diverse organizational tasks
• Clusters jobs into units
• Establishes relationships among individuals, groups,
and departments
• Establishes formal lines of authority
• Allocates and deploys organizational resources

8-4

How to Stand Out in a New Job: Fitting into
an Organization’s Culture in the First 60
Days
•
•
•
•
•

Be Aware of the Power of First Impressions
Come in 30 Minutes Early & Stay a Little Late to See
How People Behave
Get to Know Some People & Listen to What They Have
to Say
Make It Easy for Others to Give You Feedback
Over-deliver

8-5

Organizational Culture: The Shared
Assumptions That Affect How Work Gets
Done
• Organizational

culture
• the set of shared, taken-

for-granted implicit
assumptions that a
group holds and that
determines how it
perceives, thinks
about, and reacts to
its various environments
• Also called
corporate culture

Table 8.1

8-6

Culture Plus Structure
Figure 8.1

8-7

Competing Values Framework
Figure 8.2

8-8

The Importance of Culture
• An organization’s culture matters
• Employees are happier with clan cultures
• Elements of these cultures can be used to

boost innovation and quality
• Changing the organizational culture won’t

necessarily boost financial performance (but it
might)
• Market cultures tend to produce better results

8-9

Ways to Change
Organizational Culture
1.
2.
3.
4.
5.
6.

Formal statements
Slogans & sayings
Rites & Rituals
Stories, legends, & myths
Leader reaction to crises

Role modeling, training, & coaching

8-10

The Process of Cultural Change (cont.)
7.
8.
9.
10.
11.
12.

Physical design
Rewards, titles, promotions, & bonuses
Organizational goals & performance criteria
Measurable & controllable activities
Organizational structure
Organizational systems & procedures

8-11

Organizational Structure
• Organization
• a system of consciously

coordinated activities or
forces of two or more
people
• For-profit, nonprofit,
mutual-benefit

8-12

The Organization Chart
• Organization Chart
• box-and-lines illustration showing the formal lines of authority and
the organization’s official positions or work specializations

8-13

Organization Chart
Figure 8.4

Example for a Hospital

8-14

Common Elements of Organizations
1.

2.
3.

Common purpose - unifies employees or

members and gives everyone an understanding
of the organization’s reason for being
Coordinated effort – the coordination of
individual effort into group wide effort
Division of labor – arrangement of having

discrete parts of a task done by different people

8-15

Common Elements of Organizations
Hierarchy of authority - control mechanism for making
sure the right people do the right things at the right time

4.
•

Unity of command

Span of control - refers to the number of people
reporting directly to a given manager

5.
•

Narrow, wide

8-16

Common Elements of Organizations
Authority, responsibility, & delegation

6.
•
•

Authority – rights inherent in a managerial position to make
decisions and utilize resources
Accountability – managers must report and justify work
results to the managers above them

8-17

Common Elements of Organizations
Authority, responsibility, & delegation (cont.)

6.
•
•

Responsibility – obligation you have to perform the tasks
assigned to you
Delegation – process of assigning managerial authority and
responsibility to managers and employees lower in the
hierarchy

8-18

Common Elements of Organizations
Centralization versus decentralization of authority

7.
•
•

Centralized authority – important decisions are made by

higher-level managers
Decentralized authority – important decisions are made by
middle-level and supervisory-level managers