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Where we are...
IntroChapter 1: Management process
Levels of managers (Top, middle, low)
Areas of managers (Mrkt, Finance etc)
Competencies
Chapter 2: Evolution of management theory
Chapter 3: Managing in a changing environment
Composition of management envirnmt
Uncertainty (level change vs complexity)
MICRO MARKET MACRO
P.E.S.T.
Company
specific
outside.
Mission
Goals
People
culture.
Where we are...
Chapter 4: Strategic Planning
Strategic planning process
Strategic vs tactical (p93)
Selecting a grand strategy (p120)
Lead
Organise
Plan
Control
Chapter 5: Planning
Chapter 6: Managerial decision making
Chapter 7: Information management
Where we are...
Chapter 8: ORGANISING & DELEGATING
Definitions
Process & Principles of organising
Authority & Delegation
Lead
Organise
Plan
Control
Organisational design
Chapter 9: Managing change
Chapter 10: Managing diversity
Organising
How activities
are co-ordinated
in order to
achieve the objectives of an organisation
Also p 217
Ongoing...interactive process
throughout the life of the organisation
Organising: examples
• Dividing the work
•Assign the necessary tasks to
relevant units/dept/sections
•Provide coordination for them to
work synergistically
Also p 217
and all towards the organisational goal
Organisation…
…also refers to the end result
of organising
Also p 217
So: How will YOU describe “organising” and “organisation”?
Organisational
structure
Refers to the
basic framework
of formal relationships between
• responsibilities
• tasks
• people
in the organisation
Also p 217
• Highlights responsibility of each employee
• Responsible employee expected to
account for the outcome
• Establishes communication channel
• Help to deploy resources effectively
Why organising is necessary
Consideration 1
Consideration 2
Consideration 3
Consideration 4
• Enables effective delegation
• Effective coordination of tasks &
responsibilities
Consideration 3
Consideration 4
1. Unity of command
Each employee answers to only
one immediate supervisor
Clarifies:
What is expected of me
Directed towards same goals
2. Chain of command
Clear, unbroken chain of command
Should link every employee
with someone
at a higher level
3. Span of control
Refers to the number of direct subordinates
- people in lower position -
reporting to a manager
5. Standardisation
Developing uniform practices
that employees should follow
in doing their jobs
Certain level of conformity
7. Responsibility
The obligation to
achieve goals
by performing
required activities
The right to
• make certain decisions,
• issue orders and
• use resources
8. Authority
9. Accountability
The evaluation of how well
individuals meet
their responsibility
Managers may delegate their responsibility
as well as their authority
BUT NEVER THEIR ACCOUNTABILITY
10. Power
The ability to influence
the behaviour of others
in the organisation –
There are a few
mentioned
11. Delegation
Process by which managers give
down the chain of command
from a person at higher level
to a person at a lower level
• responsibility and
• authority
DangerousStuff
CENTRALISED VS
DECENTRALISED
AUTHORITY
Geographic
Region
Q1 Q2 Q3 Q4
United States 1254 1873 1015 2284
Europe and Asia 324 310 300 419
Australia 15 18 13 20
Canada 6 3 4 7
South Africa 1 .5 .5 2
TOTALS 1600 2205 1333 2732
Centralised
Top management -
makes the important decisions
Decentralised
Other level managers
(tactical & operational) -
makes the important decisions
from time to time
Comparison on p 227
ORGANISATION DESIGN
THE DIFFERENT ARRANGEMENT OF POSITIONSINTO DEPARTMENTS AND INTERRELATIONSHIP AMONG THEM
Grouping of
related activities into
units or departments
Departmentalisation
Functions
Products
Locations
Customers
Networks
.....based on
business functions
Managing
Director
Operations Manager
Financial
Manager
Human Resources
Manager
Marketing Manager
.....based on
customers
CEO
President:
Household
President:
Professional
President:
Pharmaceutical
Same advantages/disadvantages as
Product dept’tion
Network
Central hub
HR
agency Marketer
DesignerManufacturer
P 233
DESCRIBES
RELATIONSHIPS
BETWEEN
ORGANISATIONS
Prepare your summary for discussion next class
Assignment – what are the guidelines of
Delegation?
Guideline 1
Guideline 2
…Guideline n
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