1. Mr. Sherpinsky Business Management Class Council Rock School District ORGANIZING WORK Chapter 6

2. Goals & Objectives 1.Define organization, and differentiate between a formal and an informal organization 2.Distinguish between power, authority and responsibility 3.Explain the concept of centralization versus decentralization 4.Define empowerment 5.Identify several reasons why managers are reluctant to delegate authority 6.Explain flextime, telecommuting and job sharing, and discuss their respective impact on the organization of work

3. Taco Barn The World of Work Customer Service by Foreign Firms Page 119 Textbook Discuss Questions 1-4 Warm Up

4. What is an Organization? A group of people working together in a coordinated effort to reach certain goals –Efficiency –Effectiveness –Better Results Manager’s role in organization –To ensure that everyone in the organization works together in a coordinated manner

5. Organizing Work Organization Defined: –A group of people working together in some type of concentrated or coordinated effort Process of organizing –Grouping of activities –Assigning each grouping –Manager should have authority to supervise the people and activities

6. Organizing Work Basically, a process of division of labor accompanied by appropriate delegation of authority. –Directly relates to more effective use of resources

7. Organizing Work Formal Organization: –Structure that defines the boundaries of the organization and within which the organization operates Informal Organization: –Aggregate of the personal contacts and interactions and associated groupings of people working within the formal organization

8. Why Organize Their Workforce? 1.To create clear lines of authority a)Absence of authority almost always causes chaos 2.To improve productivity a)More efficiency and higher quality of work b)Synergy (More than the sum of the parts) c)Provide a sense of stability and belonging when working for an effective organization 3.To improve communication a)Defines channels of communication All with a focus to increase profit

9. Establishing Lines of Authority Authority: Power based on the rights that come with a position –President: Can order troops into battle –CEO: To make important decisions –Store Managers: To approve returns or offer discounts on damaged merchandise Ensures that those making decisions are qualified and are made at the appropriate level Chain of Command: The line of authority within an organization

10. Advantages of a Well-Defined Chain of Command Makes it easy for all to understand who is in charge Problems are addressed at the lowest possible level

11. Disadvantages of a Well-Defined Chain of Command Can create problems if structure is too rigid or too complicated Too many layers! –Assigning responsibility will be difficult –Decisions are made slowly, often by people with only a limited understanding of the issues involved

12. BLOG: Reflection What ways do you organize your personal lives? What does authority mean to you? What role does authority play in: –Parenting –Education –Levels of government

13. Division of Labor Organizing is basically a process of division of labor –Benefits are known for centuries Two ways labor can be divided: –Vertical –Horizontal

14. Division of Labor Vertical –Based on the establishment of lines of authority –Defines the levels that make up the vertical organization –Facilitates the flow of communication

15. Division of Labor Horizontal –Based on the specialization of work –Underlying assumptions: By making the worker’s task specialized you can produce more with same effort

16. Division of Labor Horizontal Advantages –Fewer skills per worker –Easier to train –Higher proficiency –Focus worker abilities –Simultaneous operations –More conformity in final product

17. Division of Labor Horizontal Disadvantages –Job Boredom –Leads to lower productivity, absenteeism and lateness increase, quality of work declines –Humiliation of employees

18. Improving Productivity Specialization –Groups of workers perform very specific tasks or sets of tasks based on a skill level Job Rotation –Periodically moving workers from one job to another Job Scope –Number of operations involved in a job Narrow Scope vs. Broad Scope Job Depth –Freedom employees have to plan and organize their work, interact with co- workers, and work at their own pace

19. Division of Labor Doesn’t work or even desirable in all situations At least two basic requirements must exist for the successful use of division of labor: –Relatively large volume of work Allows for specialization Keeps everyone busy –Stability Volume of work, attendance, quality of raw materials, product design, and production technology

20. Marshmallow Activity!!! Teams form assembly lines to build marshmallow/toothpick towers (at least 12 inches high), using 40 toothpicks and 60 marshmallows Post activity discussion: –How did you organized this project?

21. Power, Authority, Responsibility Power: the ability to influence, command, or apply force Authority: power derived from the rights that come with a position and represents the legitimate exercise of power –One source of power for manager –Lines of authority link the various organizational components Without them confusion, conflict, and chaos

22. Power, Authority, Responsibility Responsibility: the accountability for: –The achievement of objectives –The use of resources –The adherence to organizational policy Once accepted, work becomes obligation

23. Sources of Authority Function of position –Chain of command Formal Theory of Authority –Top people chose lower people Theory of Acceptance –Cooperation

24. Centralization vs. Decentralization Refers to the degree of authority delegated by upper management Refers to the numbers and kinds of decisions made by lower levels of management –The more decisions made by lower levels, the more decentralization increases

25. Centralization vs. Decentralization Centralization – Top Managers or key positions make most of the important decisions –Advantages: Extremely efficient regarding business decisions Easier to develop the company’s mission and vision, and set objectives –Disadvantages: Organizations can suffer from the negative effects of several layers of bureaucracy. Multiple management layers stretching from the owner down to frontline operations May require more time to make decisions

26. Centralization vs. Decentralization Decentralization – Managers at all levels make decisions –Advantages: Increases an organization’s ability to respond to market changes by allowing decisions to be made by managers who are close to their customers Frees senior managers from many day- to-day tasks Increases lower-level managers’ job scope which increasing their responsibility and interest on the job –Disadvantages: Can result in a loss of managerial control Duplication of effort

27. Empowerment EMPOWERMENT:EMPOWERMENT: A form of decentralization –Giving subordinates substantial authority to make decisions –Requires trust and confidence

28. Empowerment To work, empowerment must have these characteristics –Participation –Innovation –Access to information –Accountability

29. Empowerment Organizations can create more empowerment by –Restructuring units to be smaller –Reducing hard rules –Emphasizing a change throughout the organization –Providing training and education Self-managed work teams –Work units without a frontline manager and empowered to do their own work

30. Authority and Delegation Parity principle –States authority and responsibility must coincide –Delegate sufficient authority to allow subordinates to do their job Subordinate: –Person holding a lower position within an organization

31. Why Delegate? 1.Task is too time-consuming to handle alone 2.Task is too routine to warrant a manager’s attention 3.Task requires special skills that a manager may not possess Benefits of Delegating –Decisions are made by people with the most direct knowledge of issues –Employees feel that management has confidence in their abilities when work is delegated to them –Employees are more committed –Increase employees’ job skills and knowledge of the organization

32. Authority and Delegation Reluctance to delegating –Fears subordinates will fail in doing the task –Easier to it yourself –Humans’ attraction to power –Comfort in doing the tasks in previous jobs held –Preconceived ideas about employees –Desire to set the right example

33. Authority and Delegation Reasons to delegate –Time is free –Subordinates gain feelings of belonging and being needed –Commitment on the part of the subordinates –Satisfying customers

34. Learning to Delegate 1.Analyze how you spend your time as manager 2.Identify tasks that could be handled by subordinates 3.Determine which subordinates could best handle them 4.Make sure subordinate understands and accepts responsibility for the task he or she is being given 5.Clearly define objectives of all tasks 6.Set standards 7.Provide appropriate training

35. Authority and Delegation How to delegate –Define objectives and standards –Involve subordinates in the delegation process –Initiate training that encourages delegation –Control the delegation Exception principle –Managers should concentrate their efforts on matters that deviate significantly from normal and let subordinates handle routine matters

36. Authority and Delegation Unity of command principle –An employee should have one and only one immediate manager Avoids confusion and conflict Scalar principle –Authority in organizations flow through a chain of managers one link at a time

37. Authority and Delegation Span of management –Refers to the number of subordinates a manager can effectively manage –Optimum number depends on complexity, variety and proximity of the jobs, the people filling the jobs and ability of manager

38. Workplace Changes Flextime –Allows employees to choose within certain limits when they start and end their workday –Can accommodate work styles and schedules but may result in communication problems

39. Workplace Changes Telecommuting –Practice of working at home while traveling and being able to interact with the office using technology –Can create lower turnover, reduce travel times and avoid rush hour

40. Workplace Changes Job sharing –Two or more part-time employees perform one full-time job together –How to handle benefits, pay and communication a concern –Can be motivating to employees

41. Characteristics of Highly Effective Organizations Responsive to the market Customer centered Committed to maintaining networks and alliances Developed around a vision Focused on creating top-quality products and services Dedicated to positive learning and change Attentive to meeting responsibilities to customers, employees, suppliers, and society Committed to measuring their progress against world- class standards of excellence Able to respond to changing market conditions quickly

42. Traditional ManagerTeam Manager  Thinks of self as a manager or boss  Follows the chain of command  Works within a set organizational structure  Makes most decisions alone  Hoards information  Tries to master one discipline  Demands long hours  Sponsor, Team Leader, Internal Consultant  Deals with anyone necessary to get the job done  Changes organizational structure in response to market changes  Invites others to join in decision-making  Shares information  Tries to master a broad array of managerial disciplines  Demands results The team manager represents one who is more of a team player than a boss. What are the benefits of this new type of management?

43. Reflection What do you respect about authority and how do you work best with it –Teacher – Student –Parent – Child –Coach – Player –Supervisor – Employee What are the advantages and disadvantages of working in teams? What role does responsibility play?