Management - ORGANIZING

Establishing an intentional structure of roles for people to fill in an organization.

 ORGANIZATIONAL STRUCTURE

The formal framework by which job tasks are divided, grouped, and coordinated.

 ORGANIZATIONAL DESIGN

A process that involves decisions about six key elements: work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization

Work Specialization: The degree to which tasks in an organization are divided into separate jobs, also known as division of labor.

Departmentalization: The basis by which jobs are grouped together.

Chain of Command: The continuous line of authority that extends from upper organizational levels to the lowest levels and clarifies who report to whom.

Span of Control: The number of employees a manager can efficiently and effectively manages.

Centralization and Decentralization: The degree to which decision-making is concentrated at a single point in the organization is called Centralization.

The degree to which lower-level employees provide input or actually make decision is called Decentralization.

Formalization: The degree to which jobs within the organization are standardized and the extent to which employees behavior is guided by rules and procedures.

CONTINGENCY FACTORS

What that appropriate structure is depends on four contingency variables:

·        Strategy

·        Size

·        Technology

·        Environmental Uncertainty

COMMUNICATION

The ability to communicate well has always provided advantage to those who possess it.

Communication techniques

•      Vertical and horizontal methods of communication

•      Written, Verbal, Non-verbal communication

ORGANIZATIONAL CHANGE

Any alterations in people, structure, or technology.

Forces For Change:

·        External Forces

·        Internal Forces

Types of Change:

·        Changing Structure

·        Changing Technology

·        Changing People

DEALING WITH RESISTANCE TO CHANGE:

Education and Communication

·        Communicate with employees to help them see the logic of change.

·        Educate employees through one-on-one discussions, memos, group meetings, or reports

·        Appropriate if source of resistance is either poor communication or misinformation.

·        Must be mutual trust and credibility between managers and employees.

Participation

·        Allows those who oppose a change to participate in the decision.

·        Assumes that they have expertise to make meaningful contributions.

·        Involvement can reduce resistance, obtain commitment to seeing change succeed and increase quality of change decision.

Facilitation and Support

·        Provide supportive efforts such as employee counseling or therapy, new skills training, or short paid leave of absence.

·        Can be time consuming and expensive.

Negotiation

·        Exchange something of value to reduce resistance.

·        May be necessary when resistance comes from a powerful source.

·        Potentially high costs and likelihood of having to negotiate with other resisters.

Manipulation and Cooptation

·        Manipulation is covert attempts to influence such as twisting or distorting facts, withholding damaging information, or creating false rumors.

·        Cooptation is a form of manipulation and participation.

·        Inexpensive and easy ways to gain support of resisters.

Coercion

·        Using direct threats or force.

·        Inexpensive and easy way to get support.

·        May be illegal. Even legal coercion can be perceived as bullying.