ORGANIZATIONAL STRUCTURES YOUR BUSINESS NEEDS SOME FORM OF ORGANIZATION THAT IDENTIFIES WHO IS RESPONSIBLE FOR WHICH TASK

MANAGERIAL STRUCTURES  Any business with more than one person needs a management plan!  A MANAGEMENT PLAN divides a company into different departments run by different managers.  Managers direct workers, coordinate activities, and solve problems.

ORGANIZTIONAL CHART  An ORGANIZATIONAL CHART – companies use it to show how the business is structured and who is in charge of whom.  LINE AUTHORITY- The managers at the top of the line are in charge of those beneath them…  CENTRALIZED ORGANIZTION – puts authority in one place with top management.  DECENTRALIZED ORGANIZATION – gives authority to a number of different managers to run their departments.

ORGANIZATIONAL CHART

FORMAL STRUCTURES  DEPARTMENTALIZATION – Divides responsibility among specific units or departments.  Can organize departments by what they do, what they make or by region.  The larger the company the more departments

INFORMAL STRUCTURES  Smaller businesses can be run more informally  The employees can be more flexible and share the duties.

LEVELS OF MANAGEMENT  Every aspect of business has to be managed from setting goals to meeting them.  Top-level Managers- responsible for setting goals and meeting them. Titles of President, VP, or CEO  Middle Level Managers- Carry out the decisions of top management. They are the plant managers, regional managers, and department heads. They are responsible for planning and controlling an operation.  Operational Mangers- responsible for the daily operations of the business. Supervisors, office managers, and crew leaders are op mgrs.

Managerial Functions  Planning and Staffing - setting objectives and making long and short term plans for meeting the objectives  Organizing – obtaining and coordinating resources so that a business’s objectives can be meet  Leading – influencing, guiding, and directing people under one’s management to carry out their assigned tasks.  Controlling – setting standards for work, evaluating performance, and solving problems that prevent certain tasks’ completion

IS BEING A MANAGER FOR YOU?  Most start out as employees and then are promoted to management  Ability to perform varied activities  Ability to work under pressure  Effective communication  Interpersonal skills (soft skills)  Ability to gather and use information

IS BEING A MANAGER FOR YOU?  Advantages  Earn more money  Good leaders are respected  Prestige influence on how the company is run  More authority  Greater control over your time and how to spend it  Disadvantages  Get blamed when things go wrong  Targets for criticism  If you make a mistake it is more costly-effects many  Pressure to do things right  Different type of relationship with employees