ORGANIZING A FRAMEWORK, A PLAN TO ACHIEVE GOALS

STRATEGY GOALS ACTIVITIES GROUP THE ACTIVITIES COORDINATE THE ACTIVITIES ASSIGN TASKS SELECT, PLACE, TRAIN, EDUCATE, AUTHORITY, RESPONSIBILITY(EMPOWER)

FORMS OF STRUCTURE FUNCTIONAL DIVISIONAL PRODUCT MARKET CHANNEL GEOGRAPHICAL CUSTOMER/CLIENT MATRIX NETWORK

FUNCTIONAL GROUP SIMILAR TASKS, JOBS + SPECIALIZATION, EXPERTISE + EFFICIENCY + ECONOMY OF SCALE ? ACCOUNTABILITY OVERALL ? ACROSS FUNCTIONS - “CHIMNEYS” Coordination, Communication ? “Narrow” Jobs

PRODUCT + FOCUS ON PRODUCT/SERVICE + ACCOUNTABILITY - PRODUCT ? DUPLICATION OF FUNCTIONS ? ACROSS DIVISIONS “CORPORATE” FOCUS? COORDINATION COMMUNICATION

MARKET CHANNEL + FOCUS ON MARKET CHANNEL + ACCOUNTABILITY - CHANNEL ? DUPLICATION OF FUNCTIONS ? ACROSS DIVISIONS “CORPORATE” FOCUS? COORDINATION COMMUNICATION

GEOGRAPHICAL + FOCUS ON TERITORY + ACCOUNTABILITY - TERRITORY ? DUPLICATION OF FUNCTIONS ? ACROSS DIVISIONS “CORPORATE” FOCUS? COORDINATION COMMUNICATION

CUSTOMER, CLIENT + FOCUS ON CUSTOMER + ACCOUNTABILITY - CUSTOMER ? DUPLICATION OF FUNCTIONS ? CROSS DIVISIONS “CORPORATE” FOCUS? COORDINATION COMMUNICATION

MATRIX (SPECIAL BLEND OF RESOURCES) + FOCUS PRODUCT, PROJECT… + FLEXIBLE, BUILT TO FIT + ”PROFIT” CENTER ? ACCOUNTIBILITY ? JOB INSECURITY

TASK FORCE STRONG FORMAL SHORT PROJECT MANAGER MEDIUM FORMAL “MEDIUM” PRODUCT MANAGER “PERSUASIVE”“PERMANENT” CROSS FUNCTIONAL TEAM VARIES TYPE OF STRUCTURE TYPE OF AUTHORITY DURATION TYPES OF MATRIX

NETWORK (HUB PLUS “SUB-CONTRACTORS”) + FOCUS + COORDINATE + FLEXIBLE + OUTSOURCE ? CONTROL ? OUTSOURCE

LINE - STAFF LINE: DIRECTLY INVOLVED STAFF: INDIRECTLY… TO DETERMINE PROPER FOCUS, MISSION

AUTHORITY RIGHT TO… MAKE DECISIONS, ISSUE ORDERS, REQUESTS, ETC.

POWER ABILITY TO INFLUENCE = REAL AUTHORITY

BASES OF POWER (FRENCH & RAVEN) LEGITIMATE COERCIVE REWARD EXPERT REFERENT

BASES OF POWER (WEBER) LEGITIMATE TRADITIONAL CHARISMATIC

BASES OF POWER ANOTHER VIEW CONTROL RESOURCE ACCESS AWARE OF IT WANT TO HAVE POWER KNOW HOW TO USE IT

RESPONSIBILITY = OBLIGATION AUTHORITY = RESPONSIBILITY

DELEGATING AUTHORITY 1. DECIDE GOALS/TASKS TO ASSIGN “TEACH MISSION,” EDUCATE CAPABLE PERSON IN POSITION TRAIN

DELEGATING AUTHORITY 2. MAKE ASSIGNMENTS AGREE ON MISSION, GOALS, TASKS ESTABLISH LIMITS (POLICY) AGREE ON RESULTS, MEASUREMENT ESTABLISH MONITORS, FEEDBACK GIVE INFORMATION

DELEGATING AUTHORITY 3. GRANT AUTHORITY TO ACT TRANSFER RIGHT TO DECIDE TRANSFER RIGHT TO COMMIT RESOURCES BACK UP IN WRITING COORDINATE WITH OTHER PEOPLE/POSITIONS

DELEGATING AUTHORITY 4. HOLD RESPONSIBLE/ACCOUNTABLE CHECK PROGRESS DO NOT “INTERFERE”

DELEGATING AUTHORITY 5. “MONITOR” REWARD REMOVE ROADBLOCKS TEACH COMMUNICATE GIVE INFORMATION GIVE RESOURCES HOLD ACCOUNTABLE

Who’s responsible? Or Everybody is somebody This is a story about four people named Everybody, Somebody, Anybody, and Nobody. There was an important job to be done and Everybody was asked to do it. Everybody was sure Somebody would do it. Anybody could have done it, but Nobody did it. Somebody got angry about that, because it was Everybody’s job. Everybody thought Anybody could do it, but Nobody realized that Everybody wouldn’t do it. It ended up that Everybody blamed Somebody when Nobody did what Anybody could have done. Anonymous

PROBLEMS WITH DELEGATION RELUCTANCE TO DELEGATE NOT DONE WELL NO CLEAR SYSTEM, CONTROL POWER CONSIDERATIONS MOVE UP THROUGH POSITION DO NOT “LEAVE OLD JOB”

PROBLEMS WITH DELEGATION CONT’D RELUCTANCE TO DELEGATE TIGHTLY HELD /FAMILY OR ORGANIZATION DON’T TRUST SUBORDINATE NOT TRAINED WON’T MAKE “RIGHT DECISION” MATRIX STRUCTURES

PROBLEMS WITH DELEGATION RELUCTANCE TO ACCEPT

LIMITS ON AUTHORITY BEYOND SUBORDINATE’S WILLINGNESS, CAPACITY DIFFERING ROLES WORK RULES

LIMITS ON AUTHORITY NORMS, CULTURE UNION RULES DIFFERENT PERCEPTIONS DIFFERENT BELIEFS

CENTRALIZATION-- DECENTRALIZATION (INFLUENCING FACTORS) STRATEGY ENVIRONMENT ORGANIC, MECHANISTIC CORE, BOUNDRY SPANNERS UNCERTAINTY, CERTAINTY TECHNOLOGY - INTERDEPENDENCE

CENTRALIZATION-- DECENTRALIZATION (INFLUENCING FACTORS, cont’d.) “COST OF DECISION”, RISK UNIFORMITY OF POLICY GEOGRAPHICAL DISPERSION PHILOSOPHY, CULTURE

CENTRALIZATION-- DECENTRALIZATION (INFLUENCING FACTORS, cont’d.) AVAILABILITY OF MANAGERS ABILITY DESIRE SIZE OF ORGANIZATION, GROWTH DIFFERENTIATION FORMALIZATION

COORDINATION TOOLS RULES, PROCEDURES, POLICIES GOALS HIEARCHY PLANS

COORDINATION TOOLS TEAMS COMMITTEE LAISON ORGANIZATION CULTURE CULTURE IN SOCIETY

SPAN OF MANAGEMENT (FACTORS AFFECTING) SKILL, STYLE OF SUPERVISOR SKILL, STYLE OF SUBORDINATES TYPE OF TASKS COMPLEX ROUTINE

SPAN OF MANAGEMENT (FACTORS AFFECTING, cont’d.) COORDINATION OF INTERACTIONS FREQUENCY “SEVERITY” ASSISTANCE ASSISTANTS GOALS, PLANS, ETC. PHILOSOPHY, CULTURE

TALL, FLAT NUMBER OF LEVELS NUMBER OF MANAGERS SPAN OF MANAGEMENT ?VERTICAL COMMUNICATION? “FLAT” NOT NECESSARILY = DECENTRALIZED!

CHAIN OF COMMAND DIRECT LINES OF AUTHORITY FORMAL LINES OF AUTHORITY

UNITY OF COMMAND REPORT TO ONLY 1 SUPERVISOR

PLACING “SERVICE” DEPT. ACCESSIBLE “CLOUT” “OWNED” BY A DEPARTMENT LEVEL TITLE

STAFF AUTHORITY ADVISORY SERVICE CONTROL FUNCTIONAL