Organizing/Work Processes/Culture H Edu 4790/6790

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

Upside-Down Pyramid CEO Front-line Mid-level

Organizing Trends Upside-down pyramid Shorter chains of command Less unity of command Wider spans of control

Tall and Flat (Span of Control)

Matrix Organization

Centralization Decentralization

Departmentation Time Objective Interpersonal climate Formal structure

Systems Thinking System Subsystem Open system

Systems Thinking

Improving subsystems Planning Rules or procedures Hierarchical referral Direct contact Liaison roles Task forces/Teams Maxtrix

Other Approaches Contingency Theories Learning organizations

Formal approaches to management Scientific (Taylor) Administrative principles (Fayol, Follet) Fayol’s five rules Fayol’s 14 principles Bureaucratic organization (Weber) Maslow

Fayol’s 5 Rules (1) Foresight (2) Organization (3) Command (4) Coordination (5) Control

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

Modern Approaches Systems thinking Contingency theories Learning organizations

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.

Design and work processes Bureaucratic designs Adaptive designs Organic designs Contingencies

Life cycle Birth stage Youth stage Midlife stage Maturity stage

Human Resources A good design provides people with the supporting structures they need to achieve both high performance and satisfaction in their work.

Culture Stories Heroes Rites Symbols

Activity Which culture fits you?

Subcultures Occupational Functional Ethnic/race Gender Generational