Part 3: Organizing - Mind Map

Part 3: Organizing

Chapter 6: Organization Structure and Design

The Basic Elements of Organizing

Job Specialization

Job specialization refers to breaking down the overall tasks of the organization into smaller, specialized component parts.

Example: Walt Disney initially performed various tasks himself, but as the business grew, he hired others to specialize in specific functions such as animation, voice acting, and marketing.

Benefits

- Workers performing small and simple tasks will become very proficient.

- Transfer time between tasks decreases.

- The more narrowly defined a job is, the easier it is to develop specialized equipment to assist with that job.

- When an employee is absent or resigns, the manager can train someone new at a low cost.

Limitations

- Workers may become bored and dissatisfied of doing a specialized job.

- The job may be so specialized that it offers no challenge or stimulation.

- Quality of work may suffer due to boredom and monotony that brings absenteeism.

Alternatives to Specialization

Job rotation

Definition: Systematically moving employees across different job roles.

Example: Workers in a warehouse may rotate tasks such as unloading trucks, inventory management, and loading trucks on different days of the week.

complexity and variety of work,

Job enlargement

Definition: Increasing the total number of tasks performed by workers.

Example: Maytag changed its assembly line to have fewer workers assembling complete pumps instead of passing the work sequentially.

Training costs usually increase,

More tasks more paid

The work remains boring even after job enlargement.

Job enrichment

Definition: Increasing both the number of tasks and the control employees have over their work to improve motivation.

Example: Managers delegate more authority, structure work in complete units, and assign new and challenging tasks.

Job characteristics appoarch

Definition: Focuses on improving jobs along five core dimensions:

Work teams

Definition: Groups given responsibility for designing the work system and allocating tasks.

Departmentalization

Establishing Reporting Relationships

Chain of command

1. Unity of command

2. Scalar principle

Span of management

Determining the optimal span of management

Tall Organizations

Many levels in the structure management structure, from the top to the bottom.

Flat Organizations

fewer hierarchies in the management structure, enabling flexibility and more distributed power

Distributing Authority

The Delegation Process

Decentralization and Centralization

Coordinating Activities

The Need for Coordination

Pooled interdependence

Sequential interdependence

Reciprocal interdependence

Structural Coordination Techniques

Electronic Coordiantion

The Bureaucratic Model of Organization Design

Examples: government agencies, universities, large unions.

Pros: efficiency, bias prevention, clear process.

Cons: inflexibility, ignoring human and social processes in the organization.

Situation Influences on Organization Design

Core Technology

Unit or small-batch

The product is custom-made to customer specifications or produced in small quantities.

Ex: a printing shop that produces business cards

Large-batch or mass-production

The product is manufactured in assembly-line fashion by combining component parts into another part of finished product.

Ex: an automobile manufacturer

Continuous-process

Raw materials are transformed to a finished product by a series of machine or process transformations

Ex: a chemical refinery

Environment

Stable Environment

Unstable Environment

Organizational Size and Life Cycle

Organizational Size

Life Cycle

Basic Forms of Organization Design

Functional (U-Form) Design

Based on the functional approach to departmentalization

Functionally based designs are most commonly used in small organizations

Advantages: highly specialized, easy to manage and coordinate

- Disadvantages: only promote function, not organization

Conglomerate (H-Form) Design

Used by an organization made up of a set of unrelated businesses

Each business or group of businesses is run by a CEO who is fully responsible for profits or losses

Advantages: optimize internal competition and cooperation

Disadvantages: complexity when managing many unrelated businesses, difficulty in comparing and integrating activities

Divisional (M-Form) Design

Based on multiple businesses in related areas operating within a larger organizational framework

This design results from a strategy of related diversification.

Advantages: coordinating opportunities and sharing resources, optimizing internal competition and cooperation

Matrix Design

Based on two overlapping bases of departmentalization

Employees in a matrix are simultaneously members of a functional department and of a project team

Advantages: flexibility, maximum exploitation of human resources, ability to decentralize

Disadvantages: unclear reporting relationship, time required for coordination of activities involving many departments

Hybrid Desings

Some organizations use a design that represents a hybrid of two or more of the common forms of organizational design.

Advantages: flexible, can change according to the company's strategy

Emerging Issues in Organization Design

The team organization

An approach to organization design that relies almost exclusively on project-type teams, with little or no underlying hierarchy

Within such an organization, people float from project to project as necessitated by their skills and the demands of those projects.

The virtual organization

One that has little or no formal structure

Such an organization typically has only a handful of permanent employees and a very small staff and administrative headquarters facility.

Increasingly, virtual organizations are conducting most—if not all—of their businesses online.

The learning organization

One that works to facilitate the lifelong learning and personal development of all its employees while continually transforming itself to respond to changing demands and needs

The idea is that the most consistent and logical strategy for achieving continuous improvement is by constantly upgrading employee talent, skill, and knowledge.

Chapter 7: Organization Change and Innovation

The Nature of Organization Change

Organization Change

External Forces

Internal Forces

Planned versus Reactive Change

Unfreezing

Implementing change

Refreezing

Managing Change in Organizations

Areas of organization change

Changing Organization Structure and Design

Changing Technology and Operations

Changing People, Attitudes, and Behaviors

Changing Business Processes

Some notions

Business Process Change (Reeneering)

ERP

The need for business processes

Approaches to Business Process Change

Develop goals and a strategy

Emphasize top management’s commitment

Create a sense of urgency

Start with a clean slate

Optimize top-down and bottom-up perspectives

Organization Development

OD Assumptions

Grow and develop

Need to be accepted

Individuals will influence the organization and vice versa

OD Techniques

Diagnostic activities

Team building

Survey feedback

Third-party peacemaking

Process consultation

Life and career planning

Coaching and counseling

Organizational innovation

Innovation process

Innovation Application

Innovation Development

Application Launch

Application Growth

Innovation Maturity

Innovation Decline

Forms of Innovation

The Failure to Innovate

Reasons for Failing to Innovate

Lack of resources

Failure to recognize opportunities

Resistance to change

Promoting Innovation in Organizations

The Reward System

Organization Culture

Intrapreneurship in Larger Organizations

Chapter 8: Managing Human Resources in Organizations

1. The Environmental Context of HRM

Human Resource Management (HRM)

The Strategic Importance of HRM

The Legal Environment of HRM

Compensation and Benefits

Labor Relations

Health and Safety

Emerging Legal Issues

2. Attracting Human Resources

+ Human Resource Planning

Job Analysis

Forecasting Human Resource Demand and Supply

Matching Human Resource Supply and Demand

+ Recruiting Human Resources

+ Selecting Human Resources

Application Blanks

Tests

Interviews

Assessment Centers

Assessment Centers

+ Training and Development

Assessing Training Needs

Common Training Methods

Evaluation of Training

Developing Human Resources

3.Developing Human Resources

Training and Development

Performance Appraisal

Common Appraisal Methods

Errors in Performance Appraisal

Errors in Performance Appraisal

Performance Feedback

4:Human Resource Planning

Forecasting the Supply of Labor

Internal supply

External supply

Recruiting Human Resources

Internal recruiting

External recruiting

Realistic job preview (RJP)

Selecting Human Resources

Validation

Application Blanks

Tests

Interviews

Assessment Centers

Other Techniques

Developing Human Resources

Training

Development

Assessing Training Needs

Common Training Methods

Performance Appraisal

Reasons

Objective Measures

Judgmental Appraisal Methods

Divide into groups,Develop sample graphic

Bias Errors

360-degree feedback

Training and Development Evaluation

Performance Feedback

Determining Compensation

Compensation

Forms of compensation

Wage

Salary

Incentive

Purposes of compensation

Determining Benefits

5:Managing Workforce Diversity

Managing Diversity in Organizations

individual Strategies

Managing diversity in organizations

Organizational policies

Organizational practices

Diversity and multicultural training

Organizational culture

Sujet secondaire

Managing Labor Relations

Collective bargaining

Grievance procedure

6.Managing Labor Relations

How Employees Form Unions

Union organizing Efforts

Authorization Cards and Petitions

Representation Elections

Collective Bargaining

Negotiating a Collective Bargaining Agreement (CBA)

Bargaining Strategies and Tactics

Grievance and Dispute Resolution

Contract Administration and Enforcement

7.New challenges in the Changing Workplace

Managing Knowledge Workers

Nature of Knowledge work

Knowledge Worker Management and Labor Markets

Contingent and Temporary Workers

Trends in Contignent and Temporary Employment

Managing Conrignent and Temporary Workers

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