Organizing

It involves.... Organizational Structure and Design Managing Human Resources Managing change and Innovation

Exhibit 9.1 Some Purposes of Organizing Divides work to be done into specific jobs and departments Assigns tasks and responsibilities associated with individual jobs Coordinates diverse organizational tasks Clusters jobs into units Establishes relationships among individuals, groups, and departments Establishes formal lines of authority Allocates and deploys organizational resources

How to Stand Out in a New Job: Fitting into an Organization’s Culture in the First 60 Days Be Aware of the Power of First Impressions Come in 30 Minutes Early & Stay a Little Late to See How People Behave Get to Know Some People & Listen to What They Have to Say Make It Easy for Others to Give You Feedback Over-deliver

Organizational Culture: The Shared Assumptions That Affect How Work Gets Done the set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments Also called corporate culture Table 8.1

Culture Plus Structure Figure 8.1

Competing Values Framework Figure 8.2

The Importance of Culture An organization’s culture matters Employees are happier with clan cultures Elements of these cultures can be used to boost innovation and quality Changing the organizational culture won’t necessarily boost financial performance (but it might) Market cultures tend to produce better results

Ways to Change Organizational Culture Formal statements Slogans & sayings Rites & Rituals Stories, legends, & myths Leader reaction to crises Role modeling, training, & coaching

The Process of Cultural Change (cont.) Physical design Rewards, titles, promotions, & bonuses Organizational goals & performance criteria Measurable & controllable activities Organizational structure Organizational systems & procedures

Organizational Structure a system of consciously coordinated activities or forces of two or more people For-profit, nonprofit, mutual-benefit

The Organization Chart box-and-lines illustration showing the formal lines of authority and the organization’s official positions or work specializations

Organization Chart Figure 8.4 Example for a Hospital

Common Elements of Organizations Common purpose - unifies employees or members and gives everyone an understanding of the organization’s reason for being Coordinated effort – the coordination of individual effort into group wide effort Division of labor – arrangement of having discrete parts of a task done by different people

Common Elements of Organizations Hierarchy of authority - control mechanism for making sure the right people do the right things at the right time Unity of command Span of control - refers to the number of people reporting directly to a given manager Narrow, wide

Common Elements of Organizations Authority, responsibility, & delegation Authority – rights inherent in a managerial position to make decisions and utilize resources Accountability – managers must report and justify work results to the managers above them

Common Elements of Organizations Authority, responsibility, & delegation (cont.) Responsibility – obligation you have to perform the tasks assigned to you Delegation – process of assigning managerial authority and responsibility to managers and employees lower in the hierarchy Line managers have the authority to make decisions and usually have people reporting to them Staff personnel have authority functions; they provide advice, recommendations, and research to the line managers

Common Elements of Organizations Centralization versus decentralization of authority Centralized authority – important decisions are made by higher-level managers Decentralized authority – important decisions are made by middle-level and supervisory-level managers