Basic Elements of Organizing

1
Chapter 11

• Basic Elements of Organizing

2
Key Concepts in Organizing

• Organizing
• Deciding how to best group organizational
  activities and resources
• Organization Structure
• Set of building blocks that can be used to
  configure an organization
• Job Specialization
• Degree to which the overall task of the
  organization is broken down into smaller
  components

3
Alternatives to Job Specialization

• Job Rotation
• Job Enlargement
• Job Enrichment
• Job Characteristics Approach
• Work Teams

4
Chain of Command

• Chain of Command
• A clear and distinct line of authority among the
  positions in an organization.
• Unity of Command
• Each person within an organization must have a
  clear reporting relationship to one and only one
  boss.
• Scalar Principle
• A clear and unbroken line of authority must
  extend from the bottom to the top of the
  organization.

5
Span of ManagementTall versus Flat

• Tall Organizations
• More expensive
• Communication can be difficult because of the
  number of channels through which it must pass

• Flat Organizations
• Lead to higher levels of employee morale and
  productivity
• More administrative responsibility for managers

6
Parts of the Delegation Process

• Assigning responsibility
• Granting authority
• Creating accountability

7
DelegationProblems in the Delegation Process

• Superior
• Reluctance to delegate
• Disorganization
• Concern that success of subordinate will threaten
  superiors advancement
• Lack of trust

• Subordinate
• Reluctance to accept delegation
• No rewards for the acceptance of delegated tasks
• Risk avoidance

8
Centralization vs. Decentralization

• Factors Determining Level of Centralization
• External Environment
• Organizational History
• Nature of Decisions
• Expertise of Lower Level Managers

9
Three Major Forms of Interdependence

• Pooled Interdependence
• When units operate with little interaction their
  output is simply pooled at the organizational
  level.
• Sequential Interdependence
• When the output of a unit then becomes input for
  another unit.
• Reciprocal Interdependence
• When activities flow both ways.

10
Differentiating Between Positions

• Line Positions
• Positions in the direct chain of command that are
  responsible for the achievement of an
  organizations goals
• Staff Positions
• Intended to provide expertise, advice, and
  support to line positions
• Administrative Intensity
• The degree to which managerial positions are
  concentrated in staff positions.