Mgmt structure ppt
- 1. Strategic Approach to Management Structure, Job Design and Work System By:- Bharti Nikita Diana
- 3. Organizational Structure The organisational structure defines the organisation’s hierarchy of people and departments as well as how information flows within the organization. The organisational structure determines how and when information is distributed as well as who makes what decisions based on the information available. How job tasks are formally divided, grouped and coordinated.
- 4. Strategy Follows Structure, Structure Supports Strategy
- 11. MATRIX STRUCTURES This is a structure, which has a combination of function and product structures. This combines both the best of both worlds to make an efficient organizational structure. This structure is the most complex organizational structure.
- 13. Org. Culture Popular cartoons are often blunt about what is seen in some organizational cultures
- 14. What is Job Design? Job design means to decide the contents of a job. It fixes the duties and responsibilities of the job, the methods of doing the job and the relationships between the job holder (manager) and his superiors, subordinates and colleagues. Good design incorporates the relationship with organizational goals and values and should be well understood in order to align and prioritize the job’s responsibilities.
- 15. The jobs that people perform in organizations are the building blocks of all organization structures. A major cause of effective job performance is job design.
- 16. JOB DESIGNS: THE RESULTS OF JOB ANALYSIS Job range Number of tasks a person is expected to perform while doing a job The more tasks required, the greater the job range Job depth Degree of influence or discretion that an individual possesses to choose how a job will be performed
- 17. JOB DEPTH AND RANGE: DIFFERENCES IN SELECTED JOBS High Low Low High Job range Jobdepth College professors Hospital anesthesiologists Business packaging machine mechanics College instructors Hospital bookkeepers Business assembly-line workers College presidents Hospital chiefs of surgery Business research scientists College department chairpersons Hospital nurses Business maintenance repair workers
- 18. Steps of Job Design: Assessment: Feasibility: Discuss the process with supervisors involved and be clear about the process and any process changes or training that will be involved. Analysis: Conduct a task analysis by examining the job and determining exactly what the tasks are, identifying potential problem areas
- 19. Design: Necessity: Recruitment and employment is expensive and resource intensive. Consider sharing the work by the current staff. This saves money and time, and might present an opportunity for staff development. It may be more cost-effective to have the work performed on a short-term temporary or consultant basis. Strategy: Discuss the new position with staff directly or indirectly affected by the job, asking for their views and explaining the purpose of the job and how it will impact on them. HR Consultants are available as a resource to discuss your current organizational situation and your future staff needs.
- 20. Availability of skills and experience: A job requiring community development experience and a technical qualification may demand an unusual combination of skills in one person. It may be better to employ two people – a full-time community development expert, and a consulting engineer to assist as necessary. Organizational issues: The current organizational structure must provide adequate support for the position and enable it to be effective. This includes sufficient authority, resources and management support to be able to achieve its purpose. Ensure there will be no job overlap or conflict with others. Be clear about the specific role of the new job and how it fits into the organization.
- 21. Resources: Allow for adequate time to do the job. The incumbent must be able to reasonably manage the workload during normal working hours, taking into account the impact of any special requirements. Job satisfaction and motivation are important factors influencing how long employees stay in the job. Give staff as much control and authority as possible over how they carry out the job; ensure there is sufficient variety in the job to maintain their interest; and providing development and learning opportunities. Re-assess: The final step is to re-evaluate the job design on a regular basis, making necessary measures an adjustments. A well designed job, which mutually benefits the employee and you, lays the foundation for a successful recruitment and retention program. A carefully crafted job also frames work expectations and creates an environment that encourages the employee .
- 22. Work System A work system is a system in which human participants and/or machines perform work (processes and activities) using information, technology, and other resources to produce products/services for internal or external customers. Typical business organizations contain work systems that procure materials from suppliers, produce products, deliver products to customers, find customers, create financial reports, hire employees, coordinate work across departments, and perform many other functions.
- 23. The work system concept is like a common denominator for many of the types of systems that operate within or across organizations ● An information system is a work system whose processes and activities are devoted to processing information. ● A service system is a work system that produces services for its customers. ● A project is a work system designed to produce a product and then go out of existence. ● A supply chain is an interorganizational work system devoted to procuring materials and other inputs required to produce a firm’s products. ● An ecommerce web site can be viewed as a work system in which a buyer uses a seller’s web site to obtain product information and perform purchase transactions.
- 24. “Good organization structure does not by itself produce good performance but poor organization structure makes good performance impossible no matter how good the individual managers may be”. (Drucker, 1989)