Purposes of Organizing

-establishes formal lines of authority

-establishes relationships among individuals, groups,and department

-cluster jobs into units

-devides work to be done into specific jobs and department

Chain of Command

the continuous line of authority that extends from upper levels of an organization to the lowest levels
of the organization—clarifies who reports to whom.

mechanistics organic

centralization decentralization

High formalization Low formalization

Narrow spans of control Wide spans of control

TOP-LEVEL MANAGERS

Chief Executive Officer (CEO), Chief Financial Officer (CFO), Chief Operational
Officer (COO), Chief Information Officer (CIO),

Top managers are ultimately responsible for the performance of the

organization, and often, these managers have very visible jobs.
Top managers in most organizations have a great deal of managerial
experience and have moved up through the ranks of management within the
company or in another firm

MIDDLE-LEVEL MANAGERS
General manager, Plant manager, Regional manager, and Divisional manager.

responsible for carrying out the goals set by top management. They do so by
setting goals for their departments and other business units. Middle managers
can motivate and assist first-line managers to achieve business objectives.

FIRST-LEVEL MANAGERS
Office manager, Shift supervisor, Department manager, Foreperson, Crew
leader, Store manager.

First-line managers are responsible for the daily management of line

workers—the employees who actually produce the product or offer the service.
There are first-line managers in every work unit in the organization.

Internal factors External factors

Company cultures economy
staff Customers and suppliers

The Process of Control

1. Measuring actual performance

2. Comparing actual performance against a standard
3. Taking action to correct deviations or inadequate
standards
5 WAYS TO DEPARTMENTALIZATION

1. Functional
Grouping jobs by functions performed

2. Product
Grouping jobs by product line

3. Geographical
Grouping jobs on the basis of territory or geography

4. Process
Grouping jobs on the basis of product or customer flow

5. Customer
Grouping jobs by type of customer and needs
Centralization - the degree to which decision making is concentrated at upper
levels in the organization.

This is common in organizations in which top managers make all the decisions and
lower-level employees simply carry out those orders.

Decentralization - when an organization relegates decision making to managers

who are closest to the action.

Employee Empowerment
Increasing the decision-making authority (power) of employees
- Management by walking around - a term used to describe when a manager is out in
the work area interacting directly with employees.

- Feedback control - control that takes place after a work activity is done.

- Feed forward control - control that takes place before a work activity is done.

- Concurrent control - control that takes place while a work activity is in progress.

Mintzberg’s Managerial Roles