1 / 24

General Management In Business I

General Management In Business I. Ass . Prof. Dr. Özgür KÖKALAN İstanbul Sabahattin Zaim University. Chapter Objectives. D efine what organizing function is D escribe fundemental concepts of organizing Indentify the factors that affect organizational structure

osman
Download Presentation

General Management In Business I

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. General Management In Business I Ass. Prof. Dr. Özgür KÖKALAN İstanbul Sabahattin Zaim University

  2. Chapter Objectives • Definewhatorganizingfunctionis • Describefundementalconcepts of organizing • Indentifythefactorsthataffectorganizationalstructure • Describetypes of departmentalization

  3. Defination of Organizing • Organizing is a processforgroupingandstructuringactitivities, assigningdutiesandcoordinatingtheefforts of personnel in theirattainment of organizationalgoals.

  4. When a structure is set up, manythingsshould be consideren as follows: • Towhatextendshouldmanagersencouragespecilization in organizing? • Whatwould be lineandlevels of authoritythatmanagersshouldestablish? • How muchformalizationshould be encouraged? • Towhatextendshoulddecisionmaking be centralizedordecentralized?

  5. Fundamentals of Organizing • Specilization (Division of Work); it is concernedwithdivision of laborwithinorganization. It is referredto as subdividingthewidevariety of taskswithintheorganizationintoindividiualjobsto be performedefficientlybytheskilledemployees. • Chain of Command; whoordersandreportstowhom. Thechain of commandshowstheauthoritystructure of an organization.

  6. Authority; it is formalandlegitimateright of a managerstomakedecisions, issueorders, andallocateresorces. • Therearethreecategories of authoritywithintheorganization. • Lineauthority; managersworking in thelinedepartmentshavefullanddirectauthority • Staffauthority; it is a limitedauthorityusedbymanagersonlytoadvisewithinthescope of theirfield of expertise. • Functionalauthority; somemanagersmayhavefullanddirectauthorityoverotherdepartmentsthantheirown in respecttotheirspecialistfunction.

  7. Type Of AuthorityWithinTheOrganization LineAuthority StaffAuthority FunctionalAuthority

  8. Delegation; Theright of managersto transfer part of theirlegitimateauthorityto a subordinate is called as delegation. • Span of Control (Span of Management); Thenumber of subordinatesthat a manager can effectivelycontrol. • Factorsaffectingthespan of control can be described as follows: • Characteristics of taskperformed • Degree of standardization in theworkplace • Qualification of subordinates • Availability of supportandstaffserviceswithintheorganization • Complexitylevel of tasks • Mangerspersonalpreferences • Localcharacteristics (single / numerousworkstations) • Degree of formalization (writtenrulesandproceduresdefiningorganization)

  9. NarrowSpan of Management LargeSpanof Management • 1 • 2

  10. ExamplesforSpan of Control, • Ifthetaskarestandardizedand not complexandsubordinatesareeducatedandexperienced in theirtask • Span of controlwould be set ……………………. • If a manager is responsibleforseperateanddifferentunitslocated in numerousandgeographicallydispersedplaces, andwhenthetasksareverycomplexandneedstrictcontrol • Span of controlwould be set …………………….

  11. Formalization; it is referredto as thedegree of writtendocumentationusedtodirectandcontrolemployees. Thesedocumentsmayprovidesuchinformation as descriptions of taks, procedures in taskperforming, responsibilitiesanddecisionmaking. • CentralizationorDecentralization; Thedecision at the top organizationleveldescribescentralization. Thedecisionsaremadebylowerorganizationallevelthat is called as decentralization.

  12. FactorsAffectingOrganizationalStructure • Managersshouldstudysomecontingencyfactorswhentheyattempttodesign an organization. • Somecontingecyfactorsthatinfluencetheorganizationstructure as fallows: • Strategic GoalsandStrategy • The Environment • Technology • Departmental Interdependence

  13. Strategic GoalsandStrategy; strategicgoalspertainto an organization as whole. An organization’sstructure is verymuchrelatedwithstrategy. Therearemainlytwokinds of strategyappliedbyorganizations • Costleadershipstrategy; thegoal is to minimize thecoststoaccomplishmoreappropriatepricesfororganizastion’sstandardproduct. • Differentationstrategy; thegoal is toproducedifferentproductswithpremiumpriceschargedtocustomerstoservetheiruniqueneeds

  14. The Environment; theenvorimentcreatesuncertainty. Thesturucturedesign of an organizations is veymuchdependent on thelevel of uncertainty in theenvironment in which it operates. • Whentheenvironment is stable, organizationshouldhave a mechanisticstructurethatemphasizesrigidmanagerialcontrol in traditionalverticalchain of command. • In an environmentwithuncertainty, thebeststructure is likelytheorganicstructurethatemphasizesflexible, loosemanagerialcontrolandlateralrelationshipwithinthehierarchicalpositions.

  15. Technology, technologyaffectsorganizationalstructuredirectly. Therethreesignificantmanufacturingtechnologies; smallbatch, massandcontinuousprocessmanufacturing. Thedifferencesamongthesetechnologiesarecalled as technologicalcomplexity. Thedegree of tecnologicalcomplexitydeterminestheorganizationalstructure. • Departmental Interdependence; Thedegreetowhichdepartmentsdepend on oneanotherfororganizationalresources in theirtaskaccomplishment

  16. Type of Departmentalization • Thegrouping of tasksandpositionsintodepartmentsanddepartmentsintoorganization is called as departmentalization.

  17. TridationalApproachestoDepartmentalization • Therearetwo main type of deparmentalization in traditionalapproaches. • Functionaldepartmentalization; Thegrouping of peopleandtaks is madeand put together in departmentsaccordingtotheircommonskills, experiencesandworkactivities.

  18. DivisionalDepartmentalization; Inthisapproach, diversedepartmentsarebroughttogethertocreate self- containedunitsforproducing a singleorganizationaloutput. • Somecommondivisionalstructuresare as follows: • Departmentalizationby Product; Thedepartmentsaregroupedintoseperate self containedproduct. • DepartmentalizationbyGeographicalRegions; Thedepartments’ groupinginto self- containeddivisionsservingcustomerswhoarephysicallydispersed in spesificgeographicalregions. • DepartmentalizationbyCustomer; divisionalstructuregroupsthedepartmentsinto self-containedunitstoservevariousneeds of differentcustomergroups

  19. Modern ApproachtoDepartmentalization: MatrixStructure • Matrixstructureblendsthefunctionalanddivisionaldepartmentalization. Themosttypicalarrangementsareproduct- functionmatrix, project-functionmatrixandproduct – regionmatrix. • Inmatrixstructure, there is a dualcommandsystem in whichsubordinateshavetwobossestoreportto. • It is moreflexiblethantraditionalstructure.

  20. ContemporaryApproachtoDepartmentalization • Thenewcontemporaryapproach do not rely on verticalchain on command. • Organizationalstructureare set upbased on competitive global andfastchangingenvironment • Therearetwotypes of structure • Team-basedorganization; theorganizationestablishseries of teamstoachievespecifictasks. Organizationstructureare set upbased on theseteams • Network organization; theorganization’sdisaggregatingitsmajorfuctions, activitiesandresourcesintoseperatecompaniesthatproducethegoodsandservicesforthem.

More Related