presented by: jehanwash kareem noman saleem building blocks of organizing 1. designing jobs...

Presented by: Jehanwash kareem

Noman Saleem

BUILDING BLOCKS OF ORGANIZING

1. DESIGNING JOBS

2.GROUPING JOBS

3. ESTABLISHING REPORTING RELATIONSHIPS BETWEEN JOBS

4. DISTRIBUTING AUTHORITY AMONG JOBS

5. COORDINATING ACTIVITIES BETWEEN JOBS

6. DIFFERENTIATING BETWEEN JOBS


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GROUPING TASKS INTO JOBS: JOB DESIGN

JOB SPECIALIZATION/DIVISION OF LABOR

BENEFITS OF SPECIALIZATION

1. WORKERS PERFORMING SMALL, SIMPLE TASKS WILL B ECOME VERY PROFICIENT AT THAT TASK.2. TRANSFER TIME BETWEEN TASKS DECREASES. THE MORE NARROWLY DEFINED A JOB IS, THE EASIER IT IS TO DEVELOP SPECIALIZED3. EQUIPMENT TO ASSIST WITH THE JOBS. IN THE CASE OF ABSENCE THE MANAGER IS ABLE TO TRAIN SOMEONE NEW AT 4. RELATIVELY LOW COST

LIMITATIONS OF SPECIALIZATION

1. WORKERS WHO PERFORM HIGHLY SPECIALIZED JOBS MAY BECOME BORED AND DISSATISFIED THAT IT OFFERS NO CHALLENGE OR STIMULATION.2. THE ANTICIPATED BENEFITS OF SPECIALIZATION DO NOT ALWAYS OCCUR.

ALTERNATIVES TO SPECIALIZATION•JOB ROTATIONS•JOB ENLARGEMENT•JOB ENRICHMENT•WORK TEAMS


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DIVISION OF LABOR: A SUMMARY

DIVISION OF LABOR

LOWHIGH

USUALLYLARGE ORGANIZATION

TENDS TO BEHIGHLY EFFICIENT

HIGHLY SPECIALIZED TASK

USUALLYSMALL ORGANIZATION

TENDS TO BEINEFFICIENT

HIGHLY GENERAL TASK

TYPICAL ORGZIZATION SIZE

ECONOMIC EFFICIENCY

DEGREE OF SPECIALIZATION


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ESTABLISHING REPORTING RELATIONSHIPS

•CHAIN OF COMMAND

•UNITY OF COMMAND

•SPAN OF MANAGEMENT

CHOOSING THE SPAN.

•A.V.GRAICUNAS

•RALPH C.DAVIS.

•LYNDALL F.URWICK.

PROBLEMS WITH ORGANIZATIONAL LEVELS.

•LEVELS ARE EXPENSIVE

•LEVELS COMPLICATE COMMUNICATION

•LEVELS COMPLICATE PLANNING AND CONTROL.

FACTORS DETERMINING AN EFFECTIVE SPAN.

DETERMINING THE APPROPRIATE SPAN.


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FLAT ORGANIZATION

CEOFLAT

HIERARCHY

RELATIVELY WIDE SPAN OF CONTROL


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TALL ORGANIZATION

CEO

TALLHIERARCHY

RELATIVELY NARROW SPAN OF CONTROL


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FACTORS DETERMINING AN EFFECTIVE SPAN

1. TRAINING OF SUBORDINATES

2. CLARITY OF DELEGATION OF AUTHORITY

3. CLARITY OF PLANS

4. USE OF OBJECTIVE STANDARDS

5. RATE OF CHANGE

6. COMMUNICATION TECHNIQUES

7. AMOUNT OF PERSONAL CONTACT NEEDED

8. VARIATION BY ORGANIZATIONAL LEVEL


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DETERMINING THE APPROPRIATE SPAN

1. COMPETENCE OF SUPERVISOR AND SUBORDINATES

2. PHYSICAL DISPERSION OF SUBORDIANTES.

3. EXTENT OF NON-SUPERVISORY WORK IN MANAGER’S JOB

4. DEGREE OF REQUIRED INTERACTION

5. EXTENT OF STANADERIZED PROCEDURES.

6. SIMILARITY OF TASKS BEING SUPERVISED.

7. FREQUENCY OF NEW PROBLEMS

8. PREFERENCES OF SUPERVISORS AND SUBORDINATES


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FACTORS INFLUENCING THE SPAN OF MANAGEMENTWIDE SPAN

(VERY LITTLE TIME SPENTWITH SUBORDIANTES)

RELATED TO:

CLEAR DELEGATION TO UNDERTAKEWELL-DEFINED TASKS

NARROW SPAN(A GREAT DEAL OF TIME SPENT

WITH SUBORDIANTES) RELATED TO:

INADEQUATE OR UNCLEAR AUTHORITY DELEGATION

WELL DEFINED PLANS FOR REPETITIVE OPERATIONS

UNCLEAR PLANS FOR NONREPETITIVE OPERATIONS

VERIFIABLE OBJECTIVES USED AS STANDARDS

NONVERIFIABLE OBJECTIVES AND STANDARDS

SLOW CHANGES IN EXTERNAL AND INTERNALENVIRONMENTS

FAST CHANGES IN EXTERNAL AND INTERNALENVIRONMENTS

THOROUGH SUBORDINATE TRAININGLITTLE OR NO TRAINING


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GROUPING JOBS: DEPARTMENTALAIZATION

“THE PRACTICE OF GROUPING JOBS ACCORDING TOSOME LOGICAL ARRANGEMENTS”

1. DEPARTMENTATION BY SIMPLE NUMBERS

2. DEPARTMENTATION BY TIME

3. FUNCTIONAL DEPARTMENTATION

4. DEPARTMENTATION BY TERRITORY

5. CUSTOMER DEPARTMENTATION

6. PROCESS DEPARTMENTATION

8. DEPARTMENTATION BY PRODUCT


Noman Saleem

A FUNCTIONAL ORGANIZATION GROUPING

BUDGETS

GENERALACCOUNTING

COSTACCOUNTING

STATISTICALPROCESSING

INDUSTRIALENGINEERING

PRODUCTIONENGINEERING

PURCHASING

GENERALPRODUCTION

PRELIMINARYDESIGN

ELECTRICALENGINNERING

PACKAGING

QUALITYCONTROL

MARKETINGPLANNING

ADVERTISING

SALESADMIN:

SALES

MECHANICALENGINEERING

HYDRAULICENGINEERING

TOOLING

FINANCIALPLANNING

PRODUCTIONPLANNING

ENGINEERINGADMIN:

MARKET RESEARCH

ENGINEERING PRODUCTION FINANCEMARKETING

PRESIDENT


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ADVANTAGES AND DISADVANTAGES OF FUNCTIONAL DEPARTMENTALIZATION

DEEMPHASIS OF OVERALL COMPANY OBJECTIVES.

OVERSPECIALIZED AND NARROWS VIEWPOINTS OF KEY PERSONNEL.

REDUCES COORDINATION BETWEEN FUNCTIONS

RESPONSIBILITY FOR PROFITS IS AT THE TOP ONLY

SLOW ADAPTATION TO CHANGES IN ENVIRONMENT.

LIMITS DEVELOPMENT OF GENERAL MANAGERS

IS A LOGICAL REFLECTION OF FUNCTIONS

MAINTAINS POWER AND PRESTIGE OF MAJOR FUNCTIONS

FOLLOWS PRINCIPLE OF OCCUPATIONAL SPECIALIZATION

SIMPLIFIES TRAINING

FURNISHES MEANS OF TIGHT CONTROL AT TOP

DISADVANTAGES

ADVANTAGES


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DEPARTMENTATION BY TERRITORY OR GEOGRAPHY

PRESIDENT

FINANCEPERSONNEL PURCHASINGMARKETING

CENTRALREGION

SOUTHEASTREGION

EASTERNREGION

SOUTHWESTREGION

WESTERNREGION

PRODUCTION SALESACCOUNTINGENGINEERING

PERSONNEL


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ADVANTAGES AND DISADVANTAGES OF GEOGRAPHICAL DEPARTMENTALIZATION

REQUIRES MORE PERSONS WITH GENERAL MANAGER ABILITIES

TENDS OF MAKE MAINTENANCE OF ECONOMICAL CENTRL SERVICES DIFFICULT AND

MAY REQUIRE SERVICES SUCH AS PERSONNEL OR PURCHASING AT

THE REGIONAL LEVEL

INCREASES PROBLEM OF TOP MANAGEMENT CONTROL

PLACES RESPONSIBILITY AT A LOWER LEVEL

PLACES EMPHASIS ON LOCAL MARKETS AND PROBLEMS

IMPROVES COORDINATION IN A REGION

TAKES ADVANTAGES OF ECONOMIES OF LOCAL OPERATIONS

BETTER FACE-TO-FACE COMMUNICATION WITH LOCAL INTERESTS

FURNISHES MEASURABLE TRAINING GROUND FOR GENERAL MANAGERS

DISADVANTAGES

ADVANTAGES


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CUSTOMER DEPARTMENTATION

AGRICULTURALBANKING

INSTITUTIONALBANKING

REAL ESTATES &MORTGAGE LOANS

CORPORATEBANKING

COMMUNITY-CITYBANKING

PRESIDENT


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ADVANTAGES AND DISADVANTAGES OF CUSTOMER DEPARTMENTATION

MAY BE DIFFICULT TO COORDINATE OPERATIONS BETWEEN COMPETING CUSTOMER

DEMANDS

REQUIRES MANAGERS AND STAFF EXPERT IN CUSTOMERS’ PROBLEMS

CUSTOMER GROUPS MAY NOT ALWAYS BE CLEARLY DEFINED(FOR EXAMPLE, LARGE

CORPORATE FIMS VS OTHER CORPORATE BUSINESSES)

ENCOURAGES CONCENTRATION ON CUSTOMER NEEDS

GIVES CUSTOMERS FEELING THAT THEY HAVE AN UNDERSTANDING SUPPLIER(BANKER)

DEVELOPS EXPERTENESS IN CUSTOMER AREA

DISADVANTAGES

ADVANTAGES


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PROCESS OR EQUIPMENT DEPARTMENTATION

PRESIDENT

ENGINEERINGENGINEERING ENGINEERINGENGINEERINGENGINEERING

ELECTROPLATINGWELDINGPUNCH PRESSES


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ADVANTAGES AND DISADVANTAGES OF PROCESS DEPARTMENTATION

COORDINATION OF DEPARTMENTS IS DIFFICULT

RESPONSIBILITY FOR PROFIT IS AT THE TOP

IS UNSTUITABLE FOR DEVELOPING GENERAL MANAGERS

ACHIEVES ECONOMIC ADVANTAGE

USES SPECIALIZED TECHNOLOGY

UTILIZES SPECIAL SKILLS

SIMPLIFIES TRAINING

DISADVANTAGES

ADVANTAGES


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PRODUCT ORGANIZATION

PRESIDENT

GENERAL MANAGER

ASSISTANT MANAGER ASSISTANT MANAGERASSISTANT MANAGER

PRODUCTGROUP 3

SALES

RESEARCH

ACCOUNTING

PRODUCTION

PRODUCTGROUP 2

SALES

RESEARCH

ACCOUNTING

PRODUCTION

PRODUCTGROUP 1

SALES

RESEARCH

ACCOUNTING

PRODUCTION


Noman Saleem

DEPARTMENTATION BY PRODUCT

PRESIDENT

FINANCEPERSONNEL PURCHASINGMARKETING

INDICATORLIGHTS

DIVISION

INDUSTRIALTOOLS

DIVISION

ELECTRONICMETER

DIVISION

INSTRUMENTDIVISION

SALES

ACCOUNTING

PRODUCTION

ENGINEERING

SALES

ACCOUNTING

PRODUCTION

ENGINEERING


Noman Saleem

ADVANTAGES AND DISADVANTAGES OF CUSTOMER DEPARTMENTATION

REQUIRES MORE PERSONS WITH GENERAL MANAGER ABILITIES

TENDS TO MAKE MAINTENANCE OF ECONOMICAL CENTRAL SERVICES DIFFICULT

PRESENTS INCREASED PROBLEM OF TOP MANAGEMENT CONTROL

PLACES ATTENTION AND EFFORT ON PRODUCT LINE

FACILITATES USE OF SPECIALIZED CAPITAL, FACILITIES, SKILLS AND KNOWLEDGE

PERMITS GROWTH AND DIVERSITY OF PRODUCTS AND SERVICES

IMPROVES COORDINATION OF FUNCTIONAL ACTIVITIES

PLACES RESPONSIBILITY FOR PROFITS AT THE DIVISION LEVEL

FURNISHES MEASURABLE TRAINING GROUND FOR GENERAL MANAGERS

DISADVANTAGES

ADVANTAGES


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MATRIX ORGANIZATION IN ENGINEERING

DIRECTOROF

ENGINEERING

CHIEF OFPRELIMINARY

DESIGN

CHIEF OFPRELIMINARY

DESIGN

CHIEF OFPRELIMINARY

DESIGN

CHIEF OFPRELIMINARY

DESIGN

PROJECT CMANAGER

PROJECT BMANAGER

PROJECT DMANAGER

PROJECT AMANAGER


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ADVANTAGES AND DISADVANTAGES OF MATRIX ORGANIZATION

CONFLICT IN ORGANIZATION AUTHORITY EXISTS

POSSIBILITY OF DISUNITY OF COMMAND EXISTS

REQUIRES MANAGER EFFECTIVE IN HUMAN RELATIONS

IS ORIENTED TOWARD END RESULTS

PROFESSIONAL IDENTIFICATION IS MAINTAINED

PINPOINTS PRODUCT-PROFIT RESPONSIBILITY

DISADVANTAGES

ADVANTAGES


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PROJECT ORGANIZATION IN ENGINEERING

DIRECTOROF

ENGINEERING

PROJECT DMANAGER

PROJECT CMANAGER

PROJECT BMANAGER

PROJECT AMANAGER

METALLURGICALENGINEER

MECHANICALENGINEER

HYDRAULICENGINEER

PRELIMINARYDESIGN

ELECTRICAL ENGINEER

METALLURGICALENGINEER

MECHANICALENGINEER

HYDRAULICENGINEER

PRELIMINARYDESIGN

ELECTRICAL ENGINEER


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DISTRIBUTING AUTHORITY AMONG JOBS

POWER

AUTHORITY

RESPONSIBILITY

•AUTHORITY & RESPONSIBILITY PARITY PRINCIPLE.

DELEGATION OF AUTHORITY.

DELEGATION HAS DUAL CHARACTERISTICS

KINDS OF DELEGATION

REASONS FOR DELEGATION

PROCESS OF DELEGATION

THE ART OF DELEGATION

PERSONAL ATTITUDES TOWARD DELEGATION

WHY MANGERS DO’T DELEGATE

GETTING MANAGERS TO DELEGATE

CENTRALIZATION VS DECENTRALIZATION

FACTORS DETERMINING THE DEGREE OF DECENTRALIZATION OF AUTHORITY

ADVANTAGES AND DISADVANTAGES OF DECENTRALIZATION.


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REASONS FOR DELEGATION

1. TO ENABLE THE MANGERS TO GET MORE WORK DONE

2. SUBORDINATES HELP EASE THE MANAGER’S BURDEN

BY DOING MAJOR PORTIONS OF THE ORGANIZATION’S

WORK.

4. A SUBORDINATE MAY HAVE MORE EXPERTISE IN ADDRESSING

A PARTICULAR PROBLEM THAN THE MANAGER DOES

5. DELEGATIN ALSO HELPS DEVELOP SUBORDINATES


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PROCESS OF DELEGATION

CREATINGACCOUNTABILITY

ASSIGNINGRESPONSIBILITY

GRANTINGAUTHORITY

DETERMININGTHE RESULTS

EXPECTEDFROM A POSITION

STEP 4STEP 2 STEP 3STEP 1

SUBORDINATE

MANAGER

SUBORDINATE

MANAGER

SUBORDINATE

MANAGER

SUBORDINATE

MANAGER


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WHY MANAGER’S DON’T DELEGATE

1. TENDENCY OF HUMAN BEING TO WANT TO DO THINGS PERSONALLY

2. LACK OF ASSUMING THE MANAGERIAL ROLE WHEN PROMOTED TO THE

MANAGERIAL RANKS

3. FEAR OF BEING EXPOSED

4. UNCONSIOUS ACCEPTANCE OF THE INDISPENSIBLE PERSON THEORY

5. DESIRE TO DOMINATE

6.UNWILLINGNESS TO ACCEPT RISKS

7. ATTITUDE THAT SUBORDINATES IS INCAPABLE OF USING AUTHORITY

PROPERLY

PERSONAL ATTITUDES TOWARD DELEGATION

1. RECEPTIVENESS

2. WILLINGNESS TO LET GO

3. WILLINGNESS TO LET OTHERS MAKE MISTAKES.

4. WILLINGNESS TO TRUST SUBORDINATES.

5. WILLINGNESS TO ESTABLISH AND USE BROAD CONTROLS.


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GETTING MANAGERS OT DELEGATE

1. MAKE THE POTENTIAL DELEGATOR FEEL SECURE

2. REALIZE THE NEED FOR AND BELIEVE DEEPLY IN DELEGATION

3. ESTABLISHING A WORK CLIMATE FREE FROM FEAR AND FRUSTRATION.

4. TIE IN WITH INTELLIGENT PLANNING.

5. DETERMINE HOW THE DELEGATOR KEEPS A HAND IN DUTIES

6. DETERMINE WHAT TO DELEGATE AND PROVIDE ADEQUATE AUTHORITY.

7. CHOOSE THE DELEGATEE WISELY.

8. GIVE ASSISTANCE TO DELEGATOR


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CENTRALIZED ORGANIZATION

PRESIDENT

VPPRODUCTIION

VPFINANCE

VPSALES

MANAGERPLANT 4

MANAGERPLANT 2

MANAGERPLANT 3

MANAGERPLANT 1

RESEARCH STANDARD

ENGINEERING PUBLIC RELATIONS

PURCHASING COST

DEPARTMENTS DEPARTMENTS DEPARTMENTSDEPARTMENTS


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DECENTRALIZED ORGANIZATION

PRESIDENT

VPPRODUCTION

VPFINANCE

VPSALES

MANAGERPLANT 2

MANAGERPLANT 3

MANAGERPLANT 4

MANAGERPLANT 1

RESEARCH

ENGINEERING

COST

PURCHASING

RESEARCH

COST

STANDARDS

PURCHASING

RESEARCH

STANDARDS

PUBLIC RELA

PURCHASING

ENGINEERING

COST

STANDARDS

PURCHASING

COST

ENGINEERING

DEPARTMENTS DEPARTMENTSDEPARTMENTS


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FACTORS DETERMINING THE DEGREE OF DECENTRALIZATION OF AUTHORITY

1. COSTLINESS OF DECISION

2. DESIRE FOR UNIFORMITY OF POLICY

3. SIZE AND CHARACTER OF THE ORGANIZATION.

4. MANAGEMENT PHILOSOPHY

5. DESIRE FOR INDEPENDENCE

6. AVAILABILITY OF MANAGERS

7. CONTROL TECHNIQUES

8. BUSINESS DYNAMICS: THE PACE OF CHANGE


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ADVANTAGES OF DECENTRALIZATION

1. RELIEVES TOP MANGEMENT OF SOME BURDEN OF DECISION MAKING AND FORCES UPPER

LEVEL MANAGERS TO LET GO.

2. ENCOURAGES DECISION MAKING AND ASSUMPTION OF AUTHORITY AND RESPONSIBILITY.

3. GIVES MANAGERS MORE FREEDOM AND INDEPENDENCE IN DECISION MAKING.

4. PROMOTES ESTABLISHMENT AND USE OF BROAD CONTROLS WHICM MAY INCREASE

MOTIVATION

5. MAKES COMPARISON OF PERFORMANCE OF DIFFERENT ORGANIZATIONAL UNITS POSSIBLE.

6. FACILITATES SETTING UP OF PROFIT CENTERS

7. FACILITATES PRODUCT DIVERSIFICATION

8. PROMOTES DEVELOPMENT OF GENRAL MANAGERS

9. AIDS IN ADAPTATION TO FAST-CHANGING ENVIRONMENT


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LIMITATIONS OF DECENTRALIZATION

1. MAKES IT MORE DIFFICULT TO HJAVE A UNIFORM POLICY

2. INCREASE COMPLEXITY OF COORDINATION OF DECENTRALIZED ORGANIZATIONAL UNITS

3. MAY RESULT IN LOSS OF SOME CONTROL BY UPPER-LEVEL MANAGERS.

4. MAY BE LIMITED BY INADEQUATE CONTROL TECHNIQUES.

5.MAY BE CONSTRAINED BY INADEQUATE PLANNING AND CONTROL SYSTEMS.

6. CAN BE LIMITED BY THE AVAILABILITY OF QUALIFIED MANAGERS.

7. INVOLVES CONSIDERABLE EXPENSES FOR TARINING MANAGERS

8. MAY BE LIMITED BY EXTERNAL FORCES (NATIONAL LABOR UNIONS, GOVT CONTROLS,

TAX POLICIES)

9. MAY NOT BE FAVORED BY ECONOMIES OF SCALE OF SOME OPERATIONS

presented by: jehanwash kareem noman saleem building blocks of organizing 1. designing jobs...

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