HOFAM vak Organisatie & Management les 7

Het vier-instrumentenmodel van managementcontrol 2

Organizing 3 −Organization is the deployment of resources to achieve strategic goals. −It is reflected in Division of labor into specific departments & jobs Formal lines of authority Mechanisms for coordinating diverse organizational tasks

Organization Structure 4 Defines how tasks are divided, resources are deployed, and departments are coordinated ●Set of formal tasks assigned ●Formal reporting relationships ●The design of systems to ensure effective coordination of employees across departments

5 The Organization Chart Visual representation of an organizational structure

Chain of Command 6 −Unbroken line of authority that links all persons in an organization −Shows who reports to whom −Associated with two underlying principles  Unity of Command  Scalar Principle

Authority 7 −Formal and legitimate right of a manager to make decisions and issue orders −Allocate resources to achieve organizationally desired outcomes −Authority is distinguished by three characteristics  Authority is vested in organizational positions, not people  Authority is accepted by subordinates  Authority flows down the vertical hierarchy

Responsibility Flip side of the authority coin −The duty to perform the task or activity an employee has been assigned −Managers are assigned authority commensurate with responsibility 8

Accountability 9 −Mechanism through which authority and responsibility are brought into alignment −People are subject to reporting and justifying task outcomes to those above them in the chain of command −Can be built into the organization structure

Five Approaches to Structural Design (1) 10

Five Approaches to Structural Design (2) 11

Relationship of approach to strategy and the Environment 12

Netwerkorganisatie 4 vormen van samenwerking tussen autonome organisaties (artikel van Michael Pullens): 1“Achterkant”: klant – leverancier 2Joint venture 3Distributie-concept (b.v. franchise-onderneming) 4“Voorkant”: vergroting van het marktpotentieel 13