organizing/work processes/culture h edu 4790/6790
Post on 21-Dec-2015
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Organization Chart
Division of work Supervisory relationships Communication Channels Major subunits Levels of management
Traditional Structures
Functional structures Divisional structures
Product structure Geographical structure Customer structure Process structure
Matrix structures Team structures
Organizing Trends
Upside-down pyramid Shorter chains of command Less unity of command Wider spans of control
Organizing Trends
Upside-down pyramid Shorter chains of command Less unity of command Wider spans of control
Improving subsystems
Planning Rules or procedures Hierarchical referral Direct contact Liaison roles Task forces/Teams Maxtrix
Formal approaches to management
Scientific (Taylor) Administrative principles (Fayol, Follet)
Fayol’s five rules Fayol’s 14 principles
Bureaucratic organization (Weber) Maslow
Fayol’s 14 princicples
Division of work Authority Discipline Unity of command Unity of direction Subordination of
individual interests Remuneration
Centralization Scalar chain Order Equity Stability of tenure Initiative Esprit de corps
Formal approaches to management
Scientific (Taylor) Administrative principles (Fayol, Follet) Bureaucratic organization (Weber) Maslow
Weber’s Five Principles
(1) Clear division of labor (2) Clear hierarchy of authority (3) Formal rules and procedures (4) Impersonality (5) Careers based on merit
Formal approaches to management
Scientific (Taylor) Administrative principles (Fayol, Follet) Bureaucratic organization (Weber) Maslow’s Hierarchy of needs
What would the classics say?
Six months after being hired, Bob, a laboratory worker, is performing just well enough to avoid being fired. He was carefully selected and had the abilities required to do it really well. At first, Bob was enthusiastic about his new job, but now he isn’t performing up to this high potential. Fran, his supervisor, is concerned, and wonders what can be done to improve this situation.
Human Resources
A good design provides people with the supporting structures they need to achieve both high performance and satisfaction in their work.