POLYTECHNIC OF NAMIBIA OFFICE MANAGEMENT & TECHNOLOGY ADMINISTRATIVE MANAGEMENT A (ADM710S) 2015

Principles of organising UNIT 7 WEEK 8

Read through the course outline to see if you have any questions. Read Pages 224 – 228 in your textbook – Management principles, 5th Edition, Announcements week 8

TOPICS Principles of Organising / OBJECTIVES To explain the principles of organising.

Principles of organising 1.Unity of command and direction: Each employee report to only one supervisor. Unity of direction: all tasks and activities should be directed toward the same mission and goal. 2.Chain of command: Clear unbroken chain of command should link every employee with someone at a higher level – to top of org. 3.Span of control: Refers to the number of subordinates reporting to a manager. The fewer employees supervised, smaller the span of control. The more employees – wider.

4.Division of work: Determine how the work should be divided. Specialised jobs in functional areas: Accounting, administration, marketing, HR, etc. 5. Standardisation: Principle of uniform practices that employees are to follow in doing their jobs. Develop a certain level of conformity. 6.Coordination: All units work together to accomplish the goals.

Balanced Responsibility and Authority 7. Responsibility – The obligation to achieve objectives by performing required activities. 8. Authority – The right to make decisions, issue orders, and use resources. 9. Accountability – The evaluation of how well individuals meet their responsibilities.

10. Power: the ability to influence the behaviour of others. 11. Delegation: The process of assigning responsibility and authority for accomplishing objectives. 12. Downsizing: Aiming at reducing the size of the workforce. (Cost effective/competatitive). 13. Delayering: Process of reducing the number of layers in the vertical management hierarchy. 14. Flexibility: The ability to adapt to exceptions to the rules, policies, and procedures of the organization.

Power Power of Reward – power to give or withhold rewards. Coercive Power – to force other persons to action by means of disciplinary action - Fear Legitimate Power – stems from position or rank of person. Authority granted to a particular position. Referent Power – has reference authority if others wants to identify with your personal actions Egg. Charismatic leaders – Personal power: like, respect. Expert Power: – stems from special knowledge or skills with reference to a task.

Organising process Formulation of vision, mission, goals and strategy is point of departure Outlining the tasks and activities in order to achieve goals –job design Develop organisational design that will support the strategic, tactical and operational plans – grouping members, coordinate efforts, centralisation or decentralisation of decision making Control mechanism- org structure enable org. to attain mission and goals Note: Process should be guided by principle

References Smit, P.J., Cronje, G. J., Brevis, T., Vrba, M. J. (2011). Management principles. A contemporary edition for Africa. (5th ed.). Cape Town, Juta. Robbins, S. P, DeCenzo, D. A. (2005). Fundamentals of Management: essentials concepts and applications. (5th ed.). New Jersey, Pearson Prentice Hall.

Read through the course outline to see if you have any questions. Read the course objectives for week 9. Read Pages 224 – 228 in your textbook – Management principles, 5th Edition, Reminder to work on assignment. Complete activity. Announcements week 8

Additional readings Subba Rao, P. Management and Organisational Behaviour. (2010). action?docID1