1. Organizing/Work Processes/Culture H Edu 4790/6790

2. Organization Chart

3. Division of work Supervisory relationships Communication Channels Major subunits Levels of management

4. Traditional Structures Functional structures Divisional structures Product structure Geographical structure Customer structure Process structure Matrix structures Team structures

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

6. Upside-Down Pyramid CEO Front-line Mid-level

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

8. Tall and Flat (Span of Control)

9. Matrix Organization

10. Centralization Decentralization

11. Departmentation Time Objective Interpersonal climate Formal structure

12. Systems Thinking System Subsystem Open system

13. Systems Thinking

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

15. Other Approaches Contingency Theories Learning organizations

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

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

18. 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

19. Formal approaches to management Scientific (Taylor) Administrative principles (Fayol, Follet) Bureaucratic organization (Weber) Maslow

20. 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

21. Formal approaches to management Scientific (Taylor) Administrative principles (Fayol, Follet) Bureaucratic organization (Weber) Maslow’s Hierarchy of needs

22. Modern Approaches Systems thinking Contingency theories Learning organizations

23. 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.

24. Design and work processes Bureaucratic designs Adaptive designs Organic designs Contingencies

25. Life cycle Birth stage Youth stage Midlife stage Maturity stage

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

27. Culture Stories Heroes Rites Symbols

28. Activity Which culture fits you?

29. Subcultures Occupational Functional Ethnic/race Gender Generational