Business Leadership Unit 3

Orginizing

the process of arranging people and other resources to accomplish a goal.

Organizational Structure

The system of tasks, workflows, reporting relationships, and communications channels that link individuals and guests. (formal and informal)

Formal vs Informal

Formal: The structure of the orginization in its offical state

Informal: A shadow orginization made up of unofficial but crutial members

Organizational Chart

A diagram describing reporting relationships in a formal a structure. It identifies:

• The division of work

• Supervisory relationships

• Communication channels

• Major Subunits

• Levels of management

4 purposes of an organizational chart

1. Developing Workforce: Helps HR clearly know how the company is staffed and if adjustments need to be made

2. Budgeting: Good for budgeting events as it can avoid waste

3. Communication: Clearly dipicts different relashionships and contacts between people.

4. Defining roles: Helps employees define their roles and check duties

Advantages of informal:

1. Overcoming limits of a formal structure

2. Gaining access to an interpersonal networks

3. Informal Learning

Disadvantage of Informal:

1. Feeling of alienation by outsiders

2. Works against best intrest of whole organization

3. May carry inaccurate information

Functional (formal orginizational structure)

• employees are grouped together with others preforming the same job function (sales, marketing, HR, etc)

Divisional (formal orginizational structure)

• group employees who work with the same product, serve similar customers, are located in the same geographic area, and do the same thing

Matrix (formal orginizational structure)

• Combination of functional and divisional

• Employees report to two different departments. One based on their ob function, and one based of their product/service, geolocation, or process

Team (formal orginizational structure)

• different cross function groups of people working on different goals and tasks

• Could be permeant teams or temporary teams.

Network (formal orginizational structure)

• Only own and operate the core part of their business. All other operations are outsourced

Organizational Subsystem

Any group of people working together within the larger organization

Difference between subsystems

1. Short vs long term

2. Different goals

3. Formal vs Informal

4. Communication and disicion making

Potential issues

1. Competing goals can cause conflict

2. Different rules and norms could result in conflicting behaviour and expectations

3. Informal subsystem could interfere with organizations formal structure

Potential Solutions

1. Company wide events

2. Shared rules and procedures that apply to everyone

3. Shared authority figures that all departments report to

Human resource Management

1. Attracting a quality workforce

2. Developing a quality workforce

3. Maintaining a quality workforce

Recruitment Process

1. Searching

2. Screening

3. Interviewing

Recruitment techniques

External recruitment: outside hire

Internal recruitment: inside hire

Steps in the selection process

1. Application form

2. Interview

3. Employment tests

4. Reference and background checks

5. Physical Examinations

6. Final disicion

Attracting a quality workforce

1. Recruitment

Developing a quality workforce

1. Orientation

2. Socialization

3. Training

Maintaining a quality workforce

1. Worklife balance

2. Retention and turnover

Preformace Appraisal

a series of questions used to evalute an employee

Labour Managment Relations

1. Labour unions: Deals with employers on the workers half

2. Labour contracts: Specifics employees rights

3. Collective Bargaining: Process of negotiating, administrating, and interpreting a labour contract

4. Two tier wage system: Pays new workers less then already hired workers doing the same work

4 steps in HRP (human resource planning )

1. Identify the current human resource supply: stidues strengths of org based on numbers, skills, etc

2. Forecasting labour demand: Take into account turnover, retirement, promotions, etc

3. Balancing Labour demand with supply (gap analysis): HR lays out specific needs to be met

4. Developing and implementing the plan: Integrate plan based on GAP analysis

CBA (collective barging agreement0)

Outlines pay scales and includes other terms of employment such as vacation, pay, benifits, etc