Basic Elements Of Organization
This document was uploaded by user and they confirmed that they have the permission to share it. If you are author or own the copyright of this book, please report to us by using this DMCA report form. Report DMCA
Overview
Download & View Basic Elements Of Organization as PDF for free.
More details
- Words: 727
- Pages: 34
Presentation prepared by: Mohammed Usama Siddiqui Syed Umair Ali Mohammed Arsalan Hasan Imam Mohammed Ayaz Abbasi Mohammed Ovais Syed Farhan Azad
ORGANIZING “It’s all about working together” Deciding the task. Dividing and allocating. Coordinating activities.
ORGANIZATION “A social entity that is goal directed and deliberately structured”
FORMAL ORGANIZATION
“A system of welldefined jobs with a definite measure authority, responsibility and accountability, the whole consciously designed”
INFORMAL ORGANIZATION It is what people do in terms of needs, emotions and attitudes, not in terms of procedures and regulations.
BASIC ELEMENTS OF ORGANIZATION According to G.Scott there are four basic factors on which classical organization theory is built. Division of labor. Scalar chain of command. Span of control/Span of management. Organization structure.
DIVISION OF LABOR “The degree to which organization tasks are subdivided into individual jobs; also called work specialization”
ADVANTAGES OF DIVISION OF LABOR
• Skills and expertise. • Time consumption. • Inventions and innovations. • Productivity.
DISADVANTAGES OF DIVISION OF LABOR
• Poor communication. • Limited view. • Interest of the employees.
OVERCOME FROM DYSFUNCTION OF SPECIALIZATION
JOB ENLARGEMENT Different tasks are combine into one so that the employee performs different operations.
JOB ROTATION In this method, an individual is transferred from one position to another.
THE PARTICIPATION To committing a worker to a decision.
SCALAR AND FUNCTIONAL CHAIN OF COMMAND DELEGATION “The process manager use to transfer authority and responsibility to positions below them.” AUTHORITY “The formal and legitimate right of a manger to make decisions, issue orders and allocate resources to achieve organizational desired outcomes.”
DELEGATION OF AUTHORITY It refers to vesting of organization power or right to the decisions in a subordinate by a supervisor.
PERSONAL ATTITUDE AND DELEGATION Personal attitudes have an important bearing on delegation. Personal attitude has the following impacts.
RECEPTIVENE SS It is willingness of the delegator to welcome the ideas of his subordinates.
WILLINGNESS TO LET GO The delegator must be willing to allow others to make decision in this place.
WILLINGNE SS TO TRUST SUBORDINA TES Usually a superior has no way out except to trust his subordinates in delegation decision making authority.
WILLINGNESS TO LET OTHER MAKE MISTAKES
Delegating means that the superior is willing to let his subordinates make mistake. But it never means jumping blindly into the well.
WILLINGNESS TO ESTABLISH AND APPLY CONTROLS The delegator must establish and use control to ensure that the objective of delegation is accomplished.
DECENTRALIZATION The location of decision authority near lower organizational levels.
SPAN OF CONTROL OR MANAGEMENT The number of employees who reports to a supervisor.
FACTORS OF SPAN SUBORDINATE TRAINING Span may be greater if subordinate are well-trained.
EXTENT OF DELEGATION OF AUTHORITY Delegation of authority increases the span.
PLANNING AND DEFINITION OF If jobs are JOB planned and defined, span can be increased.
RATE OF CHANGE Increase in the rate of change in the technology, market, government laws, fashion, and national and international conditions narrow the span.
USE OF OBJECTIVE STANDARDS
Objective standards increases the span.
COMMUNICATION TECHNIQUES Effective and technological communication techniques widen the span.
AMOUNT OF PERSONAL INTERACTIONS AND CONTACTS NEEDED The more the personal contacts needed the smaller the span will be.
ORGANIZATIONAL STRUCTURE Organization structure is the result of organization chart and organization design. Structure comes into existence when activities are grouped.
ORGANIZATION CHART
DEPARTMENT ATION Dividing up the workers.
ORGANIZATION LEVEL Trustee level. General management. Department level. Middle level. Supervisory level.
JOB ANALYSIS The systematic study to identify the job.
• What job analysis
does? • What job analysis is not? • How job analysis is conducted?
SIZE AND COMPLEXITY Organization size affects coordination, morale and complexity.
HOW TO OVERCOME?? ORGANIC SYSTEMS
• Organization goals are considered as the end, functional goals as the means to accomplish them. • Coordination is achieved by vertical and flat contacts. • Guidelines, policies and work are flexible. • Direction is as consultation, not in the form of command.
MECHANISTIC SYSTEMS • Specialization and division of labor
according to their expertise. • Coordination through functional departments is lateral coordination. • Clearly defined jobs. • Development of loyalty and conformity. • Vertical authority relationship and chain of command.
REFRENCES:We have extracted the text from the following books: • NEW MANAGEMENT of Prof. M Amin Khalid. • MANAGEMENT of Koontz O’Donnell Weihrich. • MANAGING of Reitz & Jewell • MANAGEMENT of Danny Samson & Richard L. Daft.
ORGANIZING “It’s all about working together” Deciding the task. Dividing and allocating. Coordinating activities.
ORGANIZATION “A social entity that is goal directed and deliberately structured”
FORMAL ORGANIZATION
“A system of welldefined jobs with a definite measure authority, responsibility and accountability, the whole consciously designed”
INFORMAL ORGANIZATION It is what people do in terms of needs, emotions and attitudes, not in terms of procedures and regulations.
BASIC ELEMENTS OF ORGANIZATION According to G.Scott there are four basic factors on which classical organization theory is built. Division of labor. Scalar chain of command. Span of control/Span of management. Organization structure.
DIVISION OF LABOR “The degree to which organization tasks are subdivided into individual jobs; also called work specialization”
ADVANTAGES OF DIVISION OF LABOR
• Skills and expertise. • Time consumption. • Inventions and innovations. • Productivity.
DISADVANTAGES OF DIVISION OF LABOR
• Poor communication. • Limited view. • Interest of the employees.
OVERCOME FROM DYSFUNCTION OF SPECIALIZATION
JOB ENLARGEMENT Different tasks are combine into one so that the employee performs different operations.
JOB ROTATION In this method, an individual is transferred from one position to another.
THE PARTICIPATION To committing a worker to a decision.
SCALAR AND FUNCTIONAL CHAIN OF COMMAND DELEGATION “The process manager use to transfer authority and responsibility to positions below them.” AUTHORITY “The formal and legitimate right of a manger to make decisions, issue orders and allocate resources to achieve organizational desired outcomes.”
DELEGATION OF AUTHORITY It refers to vesting of organization power or right to the decisions in a subordinate by a supervisor.
PERSONAL ATTITUDE AND DELEGATION Personal attitudes have an important bearing on delegation. Personal attitude has the following impacts.
RECEPTIVENE SS It is willingness of the delegator to welcome the ideas of his subordinates.
WILLINGNESS TO LET GO The delegator must be willing to allow others to make decision in this place.
WILLINGNE SS TO TRUST SUBORDINA TES Usually a superior has no way out except to trust his subordinates in delegation decision making authority.
WILLINGNESS TO LET OTHER MAKE MISTAKES
Delegating means that the superior is willing to let his subordinates make mistake. But it never means jumping blindly into the well.
WILLINGNESS TO ESTABLISH AND APPLY CONTROLS The delegator must establish and use control to ensure that the objective of delegation is accomplished.
DECENTRALIZATION The location of decision authority near lower organizational levels.
SPAN OF CONTROL OR MANAGEMENT The number of employees who reports to a supervisor.
FACTORS OF SPAN SUBORDINATE TRAINING Span may be greater if subordinate are well-trained.
EXTENT OF DELEGATION OF AUTHORITY Delegation of authority increases the span.
PLANNING AND DEFINITION OF If jobs are JOB planned and defined, span can be increased.
RATE OF CHANGE Increase in the rate of change in the technology, market, government laws, fashion, and national and international conditions narrow the span.
USE OF OBJECTIVE STANDARDS
Objective standards increases the span.
COMMUNICATION TECHNIQUES Effective and technological communication techniques widen the span.
AMOUNT OF PERSONAL INTERACTIONS AND CONTACTS NEEDED The more the personal contacts needed the smaller the span will be.
ORGANIZATIONAL STRUCTURE Organization structure is the result of organization chart and organization design. Structure comes into existence when activities are grouped.
ORGANIZATION CHART
DEPARTMENT ATION Dividing up the workers.
ORGANIZATION LEVEL Trustee level. General management. Department level. Middle level. Supervisory level.
JOB ANALYSIS The systematic study to identify the job.
• What job analysis
does? • What job analysis is not? • How job analysis is conducted?
SIZE AND COMPLEXITY Organization size affects coordination, morale and complexity.
HOW TO OVERCOME?? ORGANIC SYSTEMS
• Organization goals are considered as the end, functional goals as the means to accomplish them. • Coordination is achieved by vertical and flat contacts. • Guidelines, policies and work are flexible. • Direction is as consultation, not in the form of command.
MECHANISTIC SYSTEMS • Specialization and division of labor
according to their expertise. • Coordination through functional departments is lateral coordination. • Clearly defined jobs. • Development of loyalty and conformity. • Vertical authority relationship and chain of command.
REFRENCES:We have extracted the text from the following books: • NEW MANAGEMENT of Prof. M Amin Khalid. • MANAGEMENT of Koontz O’Donnell Weihrich. • MANAGING of Reitz & Jewell • MANAGEMENT of Danny Samson & Richard L. Daft.
Related Documents
Basic Elements Of Organization
June 2020 7
Basic Elements Of Control
April 2020 7
Pet-basic Elements Of Geology
May 2020 4
Buses-basic-elements-l
July 2019 29
Basic Language Elements
May 2020 6