1. Organizing

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

3. 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

4. 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

5. 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

6. Culture Plus Structure
Figure 8.1

7. Competing Values Framework
Figure 8.2

8. 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

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

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

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

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

13. Organization Chart
Figure 8.4
Example for a Hospital

14. 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

15. 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

16. 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

17. 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

18. 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