EngMan MIDTERM: Organizing

Organizing

defining and grouping the activities of the enterprise and establishing authority, responsibility and relationships among members of an organization.

Organizing

Planning specifies the objectives, organizing facilitates the accomplishment of objectives.

Identification of tasks involved

• Detailing all the work that must be done to attain the objectives

• STEP 1

Differentiation

• Dividing the total work into activities that can logically and comfortably be performed by one person or by a group of persons

• STEP 2

Departmentation

• Grouping the related tasks in a logical manner

• STEP 3

Delegation and decentralisation of authority

• Setting up a mechanism to coordinate the work of members into a unified whole by establishing authority – responsibility relationships

• STEP 4

Effectiveness

• Monitoring effectiveness of the organization and making adjustments to maintain or increase this

• STEP 5

Organizational Culture

• System of shared beliefs and values that develops within an organization and guides the behavior of its members

• also called corporate culture

Culture

• “a pattern of shared basic assumptions that the group learned as it solved its problems that has worked well enough to be considered valid and is passed on to new members as the correct way to perceive, think, and feel in relation to those problems.”

• IT IS THE WAY WE DO THINGS AROUND HERE

Unilever

• “Winning Together”

• Encouraging employee innovation, increasing
  productivity

Protector & Gamble

• “Make a meaningful impact on the world”

• Driven to make life better, not just within the company, but out in the wider world.

Shell

CORE VALUES: honesty, integrity and respect for people.

Espoused

Explicitly-stated values and norms that are preferred by the organization

Enacted

Exhibited by the employees or converted into behaviors

Functions of Organizational Culture

• Organizational Identity

• Collective Commitment

• Social System Stability

• Sense-making device

Ways Cultures Become Embedded in Organizations

1. Formal statements

2. Slogans & sayings

3. Stories, legends, & myths

4. Leader reaction to crises

5. Role modeling, training, & coaching

6. Physical design

7. Rewards, titles, promotions, & bonuses

8. Organizational goals & performance criteria

9. Measurable & controllable activities

10. Organizational structure

11. Organizational systems & procedures

Organizational Socialization

how employees adjust to a new organization

Stake

• Employee satisfaction, commitment, and performance

• Work group satisfaction and performance

• Start-up costs for new employee

• Likelihood of retention

• Replacement costs

Mentorship

this is important to establish identity and feeling of competence

Archetypes of Culture

Customer Centric → People First → One Team → Innovation → Achievement →

Organization

• a system of consciously coordinated activities or forces of two or more people

• for-profit, nonprofit, mutual-benefit

Organization Chart

a diagram that outlines the internal structure of a company. An organizational chart is the most common visual depiction of how an organization is structured.

Organization Chart

• it outlines the roles, responsibilities and relationships between individuals within an organization.

• it can be used to depict the structure of an organization as a whole, or broken down by department or unit.

Simple Structure

authority is centralized in a single person with few rules and low work specialization

Functional Structure

people with similar occupational specialties are put together in formal groups

Divisional Structure

people with diverse occupational specialties are put together in formal groups by similar products, customers or geographic regions

Matrix Structure

an organization combines functional and divisional chains of command in a grid so that there are two command structures-vertical and horizontal

Team-based Structure

workgroups are used to improve horizontal relations and solve problems throughout the organization

Network Structure

the organization has a central core that is linked to outside independent firms by computer connections

Mechanistic Organizations

• centralized hierarchy of authority

• many rules and procedures

• specialized tasks

• formalized communication

• few teams or task forces

• narrow span of control, taller structures

Organic Structures

• decentralized hierarchy of authority

• few rules and procedures

• shared tasks

• informal communication

• many teams or task forces

• wider span of control, flatter structures

Birth Stage

the organization is created

Youth Stage

growth and expansion

Midlife Stage

period of growth evolving into stability

Maturity Stage

organization becomes very bureaucratic, large, and mechanistic