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Unformatted text preview: Lecture (WK4) Organizing Work Rue & Byars, Management: Skills and Application define organizing as a group of activities necessary to attain common objectives and the assignment of each grouping to a manager who has the authority necessary to supervise the people performing the activities. Organizing has many benefits to include; ensuring clear lines of authority, developing synergism for people who produce a part or provide a service which later becomes a whole, and formalizing vertical and horizontal communications among specialized groups and management. Synergism occurs when individuals or groups work together to produce a whole greater than the sum of the parts. For example, synergism results when three people working together produce more than three people working separately. In terms of organizing for work, there are four characteristics common to all organizations; (1) a group of people, (2) working together, (3) in some concerted or coordinated effort to, (4) obtain objectives. In management, organizing in its simplest context is the division of labor. The division of labor uses two primary forms; (1) established lines of authority (who is in charge of what) and (2) specialization of work. Key tenants of organizing will involve power, authority, and responsibility. Power allows management to accomplish goals and is usually gained by controlling resources. Authority can be centralized or decentralized and refers to the legitimate right in exercising power. Responsibility holds one accountable for proper execution of power and authority and actions related to the use of resources or accomplishing goals. When management authority is decentralized, it can empower subordinates to make decisions without asking for permission from the boss; for example, a car salesperson can make a deal with a customer without having to ask "mother-may-I" from their manager. Subordinates must be aware that with decentralized authority (empowerment) also comes additional responsibility. Empowerment can be bestowed on an individual or a team; as in the case of self-managed work teams. Allowing employees flex time (picking one's own work schedule within limits) and telecommuting (working at home, via computer or phone) are examples of empowerment....
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This note was uploaded on 06/15/2010 for the course MG 352DLB taught by Professor Joibascomb during the Spring '10 term at Park.
- Spring '10