Chapter3：Principle of management （organization）

Organizing 

• is the managerial process that defines the role of each employee in order to achieve organizational objectives
• attempts to achieve the goals set in the planning stage
• forming an organizational structure

Important of Organizing

• shows the job divisions or specialization
• sows the duties and responsibilities of each department
• shows the reporting relationship between managers and subordinates
• shows the types of job performed in an organization
• shows the grouping of work segments in an organization
• shows the departments or units at each management level in the organizational hierarchy
• create coordination among different departments of the organization 

Organizing Process

1. Listing the jobs
• list 出来分析
2. Dividing the jobs
• 公平的分配工作
3. Establishing the departments
• departmentalization 部门分配
4. Coordinating the jobs
• 确保工作内容合理，避免一人承担过多的工作量
5. Performing evaluations and adjustments
• 评估与调整

也可以分成4个stage

1. Identifying the activities
• 用organizational goals来决定perform的活动
2. Grouping the activities
• 确认活动后，开始把相同的活动grp成一个department
3. Distributing the tasks
• 分配task，based on员工能力
• 有良好的command（reporting line）
4. Coordinating the tasks
• 团结达到organizational goal

Work Specialization

跟着department来分配work

好处：

员工做一样的工作会习惯，会做到比较好，增加productivity

坏处：

员工会觉得无聊，懒惰

Job depth

-按照能力分配工作

Job scope

-增加工作的领域

Job design

-outline the task （list出来）

Job design 有job enlargement，job enrichment， job rotation，and job specialization

1. Job enlargement
• combine various operation at a similar level into one job
• increase job scope
• 要看情况，不能加到员工不能承受，会带来负面影响
2. Job enrichment
• give employee more authority and responsibilities增加员工的权利，maybe给她带团队
• increase job depth
• motivate自己，因为觉得被信任
3. Job rotation 调职
• from one job to another
• 换department 在同公司
• provide opportunities for employee to learn new skills
4. Job specialization
• 把job分成小part
• 容易完成

Departmentalization

i. Functional  (function performed)

ii. Divisional (grp based on product/location)

iii. hybrid (有些用functional 有些用divisional)

iv. matrix （horizontal divisional）

vertical coordination(直的):top management而已

-delegation

-span of control

-centralization versus decentralization

-formalization

horizontal coordination link top，middle management

Authority 和responsibilities要一起给

Types of authority

1. Line authority
• owned by line manager（advice）
2. Staff authority
• given to staff manager （给service）
3. functional authority
• line or staff manager to do specific job
• after task done, authority 要收回

Types of power

1.coercive power

    -can give punish (tangguhkan bagi ganjaran)

2.reward power

    -ability to give something valuable to employee (money)

3.legitimate power

    -manager give instruction to subordinate

4.expert power

    -master in marketing，marketing 他就因为knowledge比较有权力

5.referent power

    -榜样可以当成referent power 公众人物，讲师。。。。

Delegation

1.allocate duties

2.give authority

3.give responsibility

4.establish accountability

好处

-团队精神

-enable innovation

坏处

-abuse of power

-delay

-conflict between employee （不公平）

Span of control

advantage

🍀faster decision making

🍀lower the cost

disadvantage

-hamper their original talent and creativity

-extend hierarchy of control results in a long time in decision-making

-narrow span of controlling prevent cross-functional problem-solving

Centralization

decision是被top manager approve

Decentralization

senior management 有power做decision，不需要top manager approve

Formalization

-helps vertical coordination

i. polices and rules

ii. procedure

iii. rules

iv. job description

Traditional organizational structure

simple structure

🍀control all functions of the business

functional structure

🍀grouped according organizational functions

Divisional structure

🍀organizational function divide into product divisions

narrow span of control 适合大公司

wide span of control 适合小公司