1. ORGANIZING A FRAMEWORK, A PLAN TO ACHIEVE GOALS

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

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

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

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

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

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

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

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

10. 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

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

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

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

14. POWER ABILITY TO INFLUENCE = REAL AUTHORITY

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

16. BASES OF POWER (WEBER) LEGITIMATE TRADITIONAL CHARISMATIC

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

18. RESPONSIBILITY = OBLIGATION AUTHORITY = RESPONSIBILITY

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

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

21. 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

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

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

24. 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

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

26. 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

27. PROBLEMS WITH DELEGATION RELUCTANCE TO ACCEPT

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

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

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

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

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

33. COORDINATION TOOLS RULES, PROCEDURES, POLICIES GOALS HIEARCHY PLANS

34. COORDINATION TOOLS TEAMS COMMITTEE LAISON ORGANIZATION CULTURE CULTURE IN SOCIETY

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

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

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

38. CHAIN OF COMMAND DIRECT LINES OF AUTHORITY FORMAL LINES OF AUTHORITY

39. UNITY OF COMMAND REPORT TO ONLY 1 SUPERVISOR

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

41. STAFF AUTHORITY ADVISORY SERVICE CONTROL FUNCTIONAL