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Chapter Eleven: Basic Elements of Organizing
Chapter Eleven: Basic Elements of Organizing
Learning Objectives
After studying this chapter, you should be able to:
1. 2. 3. 4. 5. 6. 7. Identify the basic elements of organizations. Describe alternative approaches to designing jobs. Discuss the rationale and the most common bases for grouping jobs into departments. Describe the basic elements involved in establishing reporting relationships. Discuss how authority is distributed in organizations. Discuss the basic coordinating activities undertaken by organizations. Describe basic ways in which positions within an organization can be differentiated.
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Organization Structure
The set of building blocks that can be used to configure an organization.
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Designing Jobs
Job Design
The determination of an individuals workrelated responsibilities.
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Limitations of Specialization
Employee boredom and dissatisfaction with mundane tasks. Anticipated benefits do not always occur.
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With specialization:
20 workers make 100,000 pins a day. 1 worker = 5,000 pins 20 pins vs. 5,000 pins per worker
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Alternatives to Specialization
Job Rotation
Systematically moving employees from one job to another in an attempt to reduce employee boredom.
Job Enlargement
An increase in the total number of tasks workers perform.
Job Enrichment
Increasing both the number of tasks the worker does and the control the worker has over the job.
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Growth-Need Strength
The desire for some people to grow, develop, and expand their capabilities that is their response to the core dimensions.
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Disadvantages
Decision making becomes slow and bureaucratic. Employees narrow their focus to the department and lose sight of organizational goals/ issues. Accountability and performance are difficult to monitor.
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Disadvantages
Managers may focus on their product to the exclusion of the rest of the organization. Administrative costs may increase due to each department having its own functional-area experts.
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Customer Departmentalization
Customer Departmentalization
Grouping activities to respond to and interact with specific customers and customer groups.
Advantage
Skilled specialists can deal with unique customers or customer groups.
Disadvantage
A large administrative staff is needed to integrate activities of various departments.
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Location Departmentalization
Location Departmentalization
The grouping of jobs on the basis of defined geographic sites or areas.
Advantage
Enables the organization to respond easily to unique customer and environmental characteristics.
Disadvantage
Large administrative staff may be needed to keep track of units in scattered locations.
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Departmentalization
Other Forms of Departmentalization
Grouping activities by time
By specific units of time By sequence. By a characteristic of the customer, product, or service
Other Considerations
Departments are often called by other names.
Divisions, units, sections, and bureaus
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Scalar Principle
A clear and unbroken line of authority must extend from the bottom to the top of the organization.
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A. V. Graicunas
Subordinate interactions
Directmanagers relationship with each subordinate. Crossamong the subordinates themselves. Groupbetween groups of subordinates. Formula for the number of interactions of all types: I = N(2N/2 + N - 1), where I is the total number of interactions and N is number of subordinates.
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Flat Organizations
Lead to higher levels of employee morale and productivity. Create more administrative responsibility for the relatively few managers. Create more supervisory responsibility for managers due to wider spans of control.
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Distributing Authority
Authority
Power that has been legitimized by the organization.
Delegation
The process by which managers assign a portion of their total workload to others.
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Problems in Delegation
Manager
Reluctant to delegate. Disorganization prevents planning work in advance. Subordinates success threatens superiors advancement. Lack of trust in the subordinate to do well.
Subordinate
Reluctant to accept delegation for fear of failure. Perceives no rewards for accepting additional responsibility. Prefers to avoid any risk and responsibility.
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Centralization
Systematically retaining power and authority in the hands of higher-level managers.
Coordinating Activities
Coordination
The process of linking the activities of the various departments of the organization.
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Sequential interdependence
When the output of one unit becomes the input of another unit in sequential fashion.
Reciprocal interdependence
When activities flow both ways between units.
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Liaison Roles
A manager coordinates interdependent units by acting as a common point of contact, facilitating the flow of information.
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Integrating Departments
Permanent organizational units that maintain internal integration and coordination on an ongoing basis. May have authority and budgetary controls.
Electronic Coordination
E-mail, electronic scheduling, PDAs, cell phones
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Staff Positions
Positions intended to provide expertise, advice, and support to line positions.
Have advisory authority; can give compulsory advice. Have functional authority to enforce compliance with organizational policies and procedures.
Administrative Intensity
The degree to which managerial positions are concentrated in staff positions.
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Key Terms
organizing organization structure job design job specialization job rotation job enlargement job enrichment job characteristics approach work teams departmentalization functional departmentalization product departmentalization customer departmentalization location departmentalization chain of command span of management authority delegation centralization coordination pooled interdependence
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