Presentation is loading. Please wait.

Presentation is loading. Please wait.

Chapter 16 Organizing.

Similar presentations

Presentation on theme: "Chapter 16 Organizing."— Presentation transcript:

1 Chapter 16 Organizing

2 After Reading and Studying This Chapter, You Should Be Able to:
Describe organizational structure and organizational design Explain why structure and design are important to an organization Identify the key elements of organizational structure Differentiate between mechanistic and organic organizational designs Explain team-based structures and why organizations use them Describe matrix structures, project structures, independent business units, and boundaryless organizations

3 Purpose of Organizing Dividing work Assigning tasks
Coordinating diverse organizational tasks Clustering jobs into units Establishing relationships Establishing formal lines of authority Allocating and deploying organizational resources

4 Figure 16-1 The New “Upside-Down” Organizational Chart

5 Work Specialization/Division of Labor
Each worker has a specific task Each task is standardized Work is repetitive Work is broken into manageable steps

6 Departmentalization Coordination of tasks
Methods of departmentalizing: By function By product By guest need By territory Or any combination of the above

7 Figure 16-2 Organizational Chart for a Theme Park

8 Authority Comes with title and position Two-way obligation
Expectations Empowerment

9 Responsibility “Rights” Obligation to perform Performance and outcome

10 Chain of Command Outlines those with authority from the top down:
BOD CEO Vice-president Clearly defined line of authority Everyone knows to whom they are to report

11 Span of Control Number of employees a supervisor can efficiently manage Factors: Type of work Skill level of employee Level of training Technology available Leadership style Management experience

12 Empowerment Giving employees a degree of decision-making authority
Allows employees to be flexible when dealing with difficult situations that do not necessarily require management attention Increase in guest satisfaction

13 Centralization vs. Decentralization
Decision-making authority lies with top management in a centralized structure Lower management and line authority employees play a role in the decision-making process in a decentralized structure Today’s companies are moving toward centralized structures for cost reasons

14 Figure 16-4 Centralization versus Decentralization in an Organization

15 Mechanistic Organizations
High specialization Rigid departmentalization Narrow spans of control High formalization Limited information network Centralized

16 Organic Organization Low in complexity Low in formalization
Decentralized Division of labor of non-standardized jobs Require few rules Require little supervision

17 Contingency Factors Organizational structure Size Technology
Degree of environmental uncertainty

18 Team-Based Structure TQM model Front-line associates participate
Team makeup Coordination of effort Productivity issues

19 Figure 16-6 The Four Types of Contemporary Organizational Designs

20 Matrix Structure Assigns specialists from different departments to work on projects: Pool knowledge Communication is key Decision-making tends to move quicker

21 Project Structure Employee continuously works on projects
Move to another project once completed Members have specific knowledge

22 Independent Business Units (IBUs)
Small, independent businesses within a larger corporate structure Approval to implement strategies Assists with exposing employees to revenue and expense issues

23 Boundaryless Organizations
No pre-defined structure Breakdown of external barriers Eliminates the chain of command Appropriate span of control Replace departments with empowered teams

24 Encouraging Employee Involvement
Teams: Self-managed Productive Job rotation Job enlargement Job enrichment

25 Building Productive Teams
Job rotation Job enlargement Job enrichment

26 Trends in Organizing Use of computerized scheduling programs
Use of the Internet for recipe access Multitasking More decentralization of organization after September 11, 2001 Reduced occupancies at hotels has led to a reduction in staff and managerial positions

Download ppt "Chapter 16 Organizing."

Similar presentations

Ads by Google