CHAPTER_8 - CHAPTER 8 ORGANIZING: TO CREATE STRUCTURE...

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ORGANIZING AS A MANGERMENT FUNCTION Organizing: is the process of arranging people and other resources to work together to accomplish a goal. It involves both dividing up the tasks to be performed and coordinating results to achieve a common purpose. Once plans are created, the manager’s task is to see to it that they are carried out. Given a clear mission, core values, objectives, and strategy, organizing begins with the process of implementation. It identifies who is to do what, who is in charge of whom, and how different people and parts of the organization relate to one another. WHAT IS ORGANIZATION STRUCTURE? Organization structure: is the system of tasks, workflows, reporting relationships, and communication channels that link the diverse parts of an organization. Any structure should both allocate tasks and provide for the coordination of performance results. Restructuring: the process of changing an organization’s structure in an attempt to improve performance. FORMAL AND INFORMAL STRUCTURES A typical organization chart identifies by diagram key positions and job titles within an organization. It also shows the lines of authority and communication between them. Formal structure : The intended or official structure and it represents the way the organization is intended to function. Informal structure : is a “shadow” organization made up of the unofficial, but often critical, working relationships among organizational members. If it could be drawn, it would show who talks and it interacts regularly with whom, regardless of their formal titles and relationships. HOW STRUCTURES WORK What you can learn from an organization chart o The division of work: positions and titles show how work responsibilities are assigned. o Supervisory relationships: lines among positions show who reports to whom. o Communication channels: lines among positions show formal communication channels. o Major subunits: positions reporting to a common manager are identified as a group. o Levels of management: layers of management from top to bottom are shown. Through the emergent and spontaneous relationships of informal structures, people gain access to interpersonal networks of emotional support and friendship that satisfy important social needs. They also benefit from contacts with others who can help them better perform their jobs and tasks. Disadvantages of informal structures: susceptible to rumor, carry inaccurate information, breed resistance to change, and even divert work efforts from important objectives. People who feel left out of informal groupings may become dissatisfied. “Shadow cabinet”: an informal group of Japanese executives who hold the real power to get things done. TRADITIONAL ORGANIZATION STRUCTURES
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This note was uploaded on 04/07/2008 for the course MGTOP 301 taught by Professor Bryan during the Spring '07 term at Washington State University .

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CHAPTER_8 - CHAPTER 8 ORGANIZING: TO CREATE STRUCTURE...

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