Chapter 11: The Organizing Process

Deciding how best to group organizational

activities and resources
There are six building blocks that managers can
use in constructing an organization:
--Designing jobs
--Grouping jobs
--Establishing reporting relationships between jobs
--Distributing authority among jobs
--Coordinating activities among jobs
--Differentiating among positions

Job Design: The determination of an individuals

work-related responsibility.
---Job Specialization: The degree to which the
overall task of the org is broken down and
divided into smaller component parts.
---Benefits and limitations of specialization
-Job Rotation
-Job Enlargement
-Job Enrichment
-Job Characteristics Approach

-Team Work
Grouping Jobs: Departmentalization. The
process of grouping jobs according
according to some logical arrangement
--Rationale for Departmentalization.
--Common Bases of Departmentalization.
Functional Departmentalization
Product Departmentalization
Customer Departmentalization

Location Departmentalization
Other Forms of Departmentalization
--activities by time (shifts)
--Sequence (Junior-senior, etc.)
--Number (Policy no.)
Other Considerations: division, section, unit,
bureau.
Establishing Reporting Relationship:
--Chain of Command

--Narrow Versus Wide Spans

I=N(2N/2+N-1)
-Direct
-cross
-group
--Tall Versus Flat Organization
--Determining the Appropriate Span
Distributing Authority:
--The Delegation Process

--The Delegation Process

Reasons for Delegation
Problems with delegation
Decentralization and centralization
--Coordinating Activities:
-The need for coordination
Structural Coordination Process
--Differentiating Between Position
s: