Chapter 4 ORGANIZING

2 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Chapter outcomes Define organizing. Describe why work specialization should increase economic efficiency. Explain how the span of control affects an organization’s structure. Contrast line and staff authority. Explain why organizations are becoming increasingly decentralized. Describe how flatter organizational structures can be beneficial to the organization. Explain the concept of a learning organization and how it influences organizational designs and supervisors. Discuss the value of job descriptions. Identify the four-step process of delegation.

3 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Organizing Arranging and grouping jobs, allocating resources, and assigning work so that activities can be accomplished as planned

4 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Organizing concepts Work specialization Span of control Chain of command Unity of command Authority – Line, Staff, Functional Responsibility Centralization Decentralization

5 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. EXHIBIT 4–1 Contrasting spans of control.

6 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Departmentalization Functional Product Geographical Customer Process

7 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. EXHIBIT 4–3 Functional departmentalization.

8 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. EXHIBIT 4–4 Product departmentalization.

9 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. EXHIBIT 4–5 Customer departmentalization.

10 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. EXHIBIT 4–6 Geographic departmentalization.

11 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. EXHIBIT 4–7 Process departmentalization.

12 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Organizational structure Simple structure Functional structure Divisional structure Matrix structure Team-based structure Boundaryless organization Learning organization

13 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. EXHIBIT 4–8 A matrix structure in an aerospace firm.

14 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Job description A written statement of job duties, working conditions, and operating responsibilities Provides a formal description Acts as a standard by which to measure performance Clarifies the duties and responsibilities of the employee

15 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. EXHIBIT 4–10 A job description for a production editor in a publishing company.

16 Supervision Today! 6 th Edition Robbins, DeCenzo, Wolter © 2010 Pearson Higher Education, Upper Saddle River, NJ All Rights Reserved. Delegation process Allocation of duties Delegation of authority Assignment of responsibility Creation of accountability