Management

Management

The Organizing Process

Organizing

Process of establishing orderly uses of resources within the management system

Presenter
Presentation Notes
Organizing is the primary method that managers use to activate plans. Organizing helps managers minimize weaknesses and inefficiencies such as duplication of effort and idle resources.
Organizing Skill

Ability to create a network of people who can help solve problems as they occur throughout the organization

Presenter
Presentation Notes
Organizing is the primary method that managers use to activate plans. Organizing helps managers minimize weaknesses and inefficiencies such as duplication of effort and idle resources.
Organizing Activities • Executing the operating plan • Organizing human and material resources so that they are

consistent with objectives • Coordinate activities and effort of employees • Define duties • Reward desirable behavior and discipline faults and errors • Promote coordination between employees and departments

The Organizing Process

Step 4: Allocate resources and directives for subtasks

Step 5: Evaluate results of organizing strategy

Step 1: Reflect on plans and objectives

Step 2: Establish major tasks

Step 3: Divide major tasks into subtasks

MGMT 300 Integrated Core: Management

Division of Labor

Division of Labor Division of labor: assignment of various portions of a particular task among a number of organization members

• Rather than one person do the job  several people perform different parts

• Individuals can specialize in doing a part of the task rather than the entire task

Advantages of Division of Labor

Employees gain specialized skill in one task

Only one job to do so don’t lose time

Increased efficency

Task of work does not become burdensome to employees

Disadvantages of Division of Labor

Overlooks human variable

Boring which leads to….

Decreased production

MGMT 300 Integrated Core: Management

Organizational Structure and Dimensioning

Organizational Structure Structure: designated relationships among resources of the

management system

Formal structure: relationships among

organizational resources as outlined by management

Informal structure: patterns of relationships that develop informally among org members

Organizational Structure

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

Two Types of Dimensioning

Vertical Dimensioning

Extent to which the organization uses vertical

levels to separate job responsibilities

Horizontal Dimensioning: Extent to which

organizations use subdivisions or

specialties within the org

MGMT 300 Integrated Core: Management

Span of Management

Span of Management

Coordination: amount of time that managers need to spend organizing activities of subordinates

Similarity of functions: degree to which activities performed by individuals are similar or dissimilar

Geographic location: degree to which subordinates are physically separated

Complexity of functions: degree to which activities are difficult and involved

Planning: amount of time management must spend determining plans

Span of Management

Factor Increases span of management

Decreases span of management

1. Similarity of functions 2. Geographic contiguity 3. Complexity of functions 4. Coordination 5. Planning

Span of Management Factor Increases span of

management Decreases span of

management

1. Similarity of functions

Span of Management Factor Increases span of

management Decreases span of

management

1. Similarity of functions Subordinates have similar functions

Subordinates have different functions

Span of Management Factor Increases span of

management Decreases span of

management

1. Similarity of functions Subordinates have similar functions

Subordinates have different functions

2. Geographic contiguity

Span of Management Factor Increases span of

management Decreases span of

management

1. Similarity of functions Subordinates have similar functions

Subordinates have different functions

2. Geographic contiguity Subordinates are physically close

Subordinates are physically distant

Span of Management Factor Increases span of

management Decreases span of

management

1. Similarity of functions Subordinates have similar functions

Subordinates have different functions

2. Geographic contiguity Subordinates are physically close

Subordinates are physically distant

3. Complexity of functions

Span of Management Factor Increases span of

management Decreases span of

management

1. Similarity of functions Subordinates have similar functions

Subordinates have different functions

2. Geographic contiguity Subordinates are physically close

Subordinates are physically distant

3. Complexity of functions Subordinates have simple tasks

Subordinates have complex tasks

Span of Management Factor Increases span of

management Decreases span of

management

1. Similarity of functions Subordinates have similar functions

Subordinates have different functions

2. Geographic contiguity Subordinates are physically close

Subordinates are physically distant

3. Complexity of functions Subordinates have simple tasks

Subordinates have complex tasks

4. Coordination

Span of Management Factor Increases span of

management Decreases span of

management

1. Similarity of functions Subordinates have similar functions

Subordinates have different functions

2. Geographic contiguity Subordinates are physically close

Subordinates are physically distant

3. Complexity of functions Subordinates have simple tasks

Subordinates have complex tasks

4. Coordination Work of subordinates needs little coordination

Work of subordinates needs much coordination

Span of Management Factor Increases span of

management Decreases span of

management

1. Similarity of functions Subordinates have similar functions

Subordinates have different functions

2. Geographic contiguity Subordinates are physically close

Subordinates are physically distant

3. Complexity of functions Subordinates have simple tasks

Subordinates have complex tasks

4. Coordination Work of subordinates needs little coordination

Work of subordinates needs much coordination

5. Planning

Span of Management Factor Increases span of

management Decreases span of

management

1. Similarity of functions Subordinates have similar functions

Subordinates have different functions

2. Geographic contiguity Subordinates are physically close

Subordinates are physically distant

3. Complexity of functions Subordinates have simple tasks

Subordinates have complex tasks

4. Coordination Work of subordinates needs little coordination

Work of subordinates needs much coordination

5. Planning Manager spends little time planning

Manager spends much time planning

MGMT 300 Integrated Core: Management

Organizational Height and Dimensioning

Span of Management and Height of Org Chart • Tall organization = smaller span of management • Flat organization = greater span of management

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

Span of Management

• Horizontal dimensioning: extent to which organizations use lateral subdivisions or specialties within the org

• Departments: unique groups of resources established by management to perform an organizational task

Departments Based on Function

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

Departments Based on Product or Service

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

Departments Based on Geography

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

Departments Based on Customer

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

Departments Based on Matrix

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

MGMT 300 Integrated Core: Management

Change and the Change Agent

Organizational Change

Process of modifying an existing organization to increase organizational effectiveness

Presenter
Presentation Notes
Organizing is the primary method that managers use to activate plans. Organizing helps managers minimize weaknesses and inefficiencies such as duplication of effort and idle resources.
GM “Think List” 1. Can a machine be used to do a better or faster job? 2. Can the fixture now in use be improved? 3. Can handling of materials for the machine be

improved? 4. Can a special tool be used to combine the

operations? 5. Can the operation be made safer? 6. Can procedures be simplified?

Presenter
Presentation Notes
Customer needs change, technology changes. Orgs need managers who can assess the need to change and implement the necessary changes.
Change Agent

Individuals Affected

Type of change to be made and what should be changed

Evaluation of change

Five Factors of Successful Change

Change Agent

Individuals Affected

Type of change to be made and what should be changed

Evaluation of change

Five Factors of Successful Change Change agent: individual inside or outside the org who tries to modify the existing org situation

Should have ability to: • determine how a change should be made • solve change-related problems • use tools to influence people during a

change • determine how much change the org can

take

MGMT 300 Integrated Core: Management

Main Types of Changes in Organizations

Change Agent

Individuals Affected

Type of change to be made and what should be changed

Evaluation of change

Five Factors of Successful Change

Is the change focused on…

Structure? Technology?

People? OR

Change Agent

Individuals Affected

Type of change to be made and what should be changed

Evaluation of change

Five Factors of Successful Change Structural change: aimed at increasing effectiveness by modifying existing org structure

Decentralizing to increase motivation and flexibility

Change Agent

Individuals Affected

Type of change to be made and what should be changed

Evaluation of change

Five Factors of Successful Change Structural change: aimed at increasing effectiveness by modifying existing org structure

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

Change Agent

Individuals Affected

Type of change to be made and what should be changed

Evaluation of change

Five Factors of Successful Change People change: changing characteristics of org members such as their attitudes and skills

Rewarding desired behavior

Change Agent

Individuals Affected

Type of change to be made and what should be changed

Evaluation of change

Five Factors of Successful Change Technological change: modifying the level of technology in the management system

Technology to change processes

Technology to change equipment

MGMT 300 Integrated Core: Management

Resistance to Change

Change Agent

Individuals Affected

Type of change to be made and what should be changed

Evaluation of change

Five Factors of Successful Change

Why might employees be resistant to change?

Change Agent

Individuals Affected

Type of change to be made and what should be changed

Evaluation of change

Five Factors of Successful Change Resistance to change: individuals often fear…

Personal loss Reduction in prestige

Disturbance of new relationships

Personal failures

Change Agent

Individuals Affected

Type of change to be made and what should be changed

Evaluation of change

Five Factors of Successful Change

How can managers reduce resistance to change?

• Avoid surprises • Promote genuine understanding • Set the stage for change • Make the change tentative

MGMT 300 Integrated Core: Management

Evaluating Change and Virtuality

Change Agent

Individuals Affected

Type of change to be made and what should be changed

Evaluation of change

Five Factors of Successful Change • Evaluate whether the change is

increasing effectiveness

• Evaluate whether the steps involved with the change should be modified for the next change

• Watch for signs that further change might be necessary

Virtuality • Increasingly commonplace type of organizational

change • Different degrees of virtuality  Virtual corporation: all employees, suppliers, and

customers are virtual  Virtual teams: members in geographically dispersed

locations “meet” via real-time messaging  Virtual training: using internet-assisted learning materials

Pros and Cons of Virtual Offices

Pros • Saving on costs of real estate

and rental costs

• Some research shows that employees work faster and are less interrupted when working from home

• Virtuality can be used to make employees more efficient (i.e. by addressing customer problems faster)

Cons • Difficult to create an

organizational culture

• Difficult to supervise workers

• Communication more difficult