5. Implementation Organizing.the role ppt
- 1. 1 Unit Five Organizing and Organization By: Nejib Sufian(BSc, MA, MPHN)
- 2. 2 Organizing and Organiztions Session objectives At the end of this session students will be able to : Define an organization and organizing function Understand organizational design and structure Contrast mechanistic and organic structural designs
- 3. 3 Organizing Next step after planning. A key issue in accomplishing the goals identified in the planning process. structuring the work of the organization. Is a process of deciding what work needs to be done, Is the process of arranging and allocating work, authority and resources among organization members to achieve goals.
- 4. 4 The Importance of Organizing • It is the primary mechanisms managers use to activate plans • It creates and maintains relationships between all organizational resources by indicating which resources are to be used for specified activities and when, where, and how they are to be used. • managers minimize costly weakness, such as duplication of effort and idle organizational resources.
- 5. 5 The steps in the organizing process include: 1. Review plans, 2. List all tasks to be accomplished, 3. Group related jobs together in a logical and efficient manner, 4. Assign work to individuals, 5. Delegate authority
- 6. 6 Organization Two or more people who work together in a structured way to achieve a specific goal or set of goals. Types of Organizations - Many types: manufacturers, associations, political parties, community associations, hospitals, etc. formal and informal • In both people are kept together believing there is a benefit working together to achieve a common goal
- 7. 7 Characteristics of organizations: Whatever their purpose, all organizations have four characteristics: 1. Coordination of effort 2. Common goal or purpose 3. Division of labor, and 4. Hierarchy of authority.
- 8. 8 Organizational Structure • The way, in which an organization’s activities are divided, organized and coordinated. • Is the formal decision-making framework by which job tasks are divided, grouped, and coordinated. Why formal? • It is the official organizational structure built by top management. • Formalization is an important aspect of structure.
- 9. 9 Organizing…. Organization charts/high level maps/ The formal organization can be seen and represented in chart form. The chart represents channels through which authority, power and responsibilities flow. Displays the organizational structure and shows job titles, lines of authority, and relationships between departments. Is helpful for managers as it is an organizational blue print for deploying human resource.
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- 11. 11 Organizing… Why do we need an organizational structure? A clear organizational structure • Clarifies the work environment, • Creates a coordinated environment, • Achieves a unity of direction, and • Establishes a chain of command
- 12. 12 Views(types) of organizational design 1) Mechanistic System (Tall structure ) • Traditional or classical design – common in medium & large sized organizations. • Organizational activities are broken down into separate, specialized tasks • Objectives for each individual & units are precisely defined by top level managers. • It is best suited to a stable environment
- 13. 13 Views on organizational design 2. Organic system (flat structure) • More flexible, adaptable to a participative form of management • Open to the environment • Less emphasis on taking orders from a manager or giving orders to employees • Organizational members must be skilled at solving a variety of problems • Creative problem solving & decision making.
- 14. 14 Organizing…. Functional Steps in Organizing • The four building blocks of organizing are: Division of work Departmentalization Hierarchy Coordination
- 15. 15 Organizing…. 1. Division of work / Division of labour/ work specialization • Is the degree to which tasks in an organization are divided into separate jobs. • Is breaking of a complex task into components Individuals are responsible for a limited set of activities instead of the entire task. • Placing capable people in each job ties directly with productivity improvement.
- 16. 16 Organizing…. 2. Departmentalization • Once work activities are divided in to jobs or jobs have been classified through work specialization, they are grouped so those common tasks can be coordinated and can be similarly and logically connected. • Departmentalization is the basis on which work or individuals are grouped into manageable units. Each single box in an organizational chart represents departments
- 17. 17 Organizing… 3. Hierarchy A concept that shows how many could be effectively handled A pattern of multiple levels of an organizational structure At the top the senior-ranking manager Bottom - low-ranking managers located at various levels
- 18. 18 Hierarchy Span of management or span of control • The number of people/departments directly reporting to a given manager. After work is divided, departments created and span of control chosen decide on chain of command. Chain of command • The plan that specifies who reports to whom • Fundamental feature of an organization The result of the two decisions lead to a pattern: hierarchy
- 19. 19 Hierarchy….. • Unity of Command: Each employee must receive instructions from only one person. – If an employee reported to more than one manager, conflicts in instructions and confusion of authority would result. • Unity of Direction:should be directed by only one manager using one plan.
- 20. 20 Hierarchy…. Span of management / control Does it have an effect on working relationships and on the speed of decision making? How? The classical view of span of control : • should have limited numbers of subordinates • Their conclusion was based on the ability of managers to exercise close control A. Too wide: Create flat hierarchies (fewer management levels between the top and the bottom)
- 21. 21 Too wide span of control Manager secretary Case team A Case team B Case team C Case team D Case team E Case team F
- 22. 22 Hierarchy….. B. Too narrow: Create tall hierarchies (many levels between the highest and lowest managers) Manager secret Directorate A Programme A Unit 1 Directorate B Programme B Case Team A
- 23. 23 Q
- 24. 24 Factors affecting span of control 1. Level of profession & training of staff: – Skilled staff require less close supervision (Wider spans of control) 2. Level of uncertainty in the tasks to be done : – Complex & varied works require close supervision (narrower spans of control )
- 25. 25 Factors affecting span of control… 3. Degree of standardization of tasks : – Standardized tasks require less frequent supervision compared to less standardized ones (wider spans of control ) 4. Abilities & personal qualities of the managers themselves
- 26. 26 Organizing… 4.Coordination: • The integration of activities of separate parts of an organization for accomplishing the organizational goals Integration: the degree to which various departments work in a unified manner The degree of coordination depends on: • Nature of task • Degree of interdependence of people in the various units • Eg. Clinical services
- 27. 27 High degree of coordination is needed: • When communication between units is important • For non-routine & unpredictable works • When organizations are challenged with unstable environment • When there is high interdependence between units • When the organization has set high performance objectives • For highly specialized task such as coordination among different organizations
- 28. 28 Approaches to achieving effective coordination • Using basic management techniques 1. Specify relationships (managerial hierarchy or chain of command) 2. Set rules and procedures 3. Management ByWalkingAround (MBWA)
- 29. 29 Thank you!!