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
- Listing the jobs
- list 出来分析
- Dividing the jobs
- 公平的分配工作
- Establishing the departments
- departmentalization 部门分配
- Coordinating the jobs
- 确保工作内容合理，避免一人承担过多的工作量
- Performing evaluations and adjustments
- 评估与调整
也可以分成4个stage
- Identifying the activities
- 用organizational goals来决定perform的活动
- Grouping the activities
- 确认活动后，开始把相同的活动grp成一个department
- Distributing the tasks
- 分配task，based on员工能力
- 有良好的command（reporting line）
- 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
- 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
- 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
- Job rotation 调职
- from one job to another
- 换department 在同公司
- provide opportunities for employee to learn new skills
- 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
- Line authority
- owned by line manager（advice）
- Staff authority
- given to staff manager （给service）
- 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
