1. 16 Management: Principles and Practices Griffin
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2. The Elements of Organizing
Deciding how to best group organizational activities and resources.
Organization Structure
The set of building blocks that can be used to configure an organization.
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3. Alternatives to Job Specialization
Job Enlargement
Job Enrichment
Job Rotation
Job Specialization Alternatives
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4. Alternatives to Specialization (cont’d)
Work Teams
An alternative to job specialization that allows the entire group to design the work system it will use to perform an interrelated set of tasks.
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5. Grouping Jobs: Departmentalization
The process of grouping jobs according to some logical arrangement.
Rationale for Departmentalization
Organizational growth exceeds the owner-manager’s capacity to personally supervise all of the organization.
Additional managers are employed and assigned specific employees to supervise.
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6. Departmentalization Functional Departmentalization
Grouping jobs involving the same or similar activities.
Product Departmentalization
Grouping activities around products or product groups.
Customer Departmentalization
Grouping activities to respond to and interact with specific customers and customer groups.
Location Departmentalization
The grouping of jobs on the basis of defined geographic sites or areas.
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7. Establishing Reporting Relationships
Scalar Principle
Span of Control
Unity of Command
Reporting Relationships Considerations
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8. Distributing Authority
Power that has been legitimized by the organization.
Delegation
The process by which managers assign a portion of their total workload to others.
Reasons for Delegation
To enable the manager to get more work done by utilizing the skills and talents of subordinates.
To foster development of subordinates by having them participate in decision making and problem.
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9. Factors in Choice of Centralization
History of the organization
Nature (cost and risk) of decisions to be made
External environment’s complexity and uncertainty
Organization’s Centralization Choice
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10. Major Forms of Interdependence
Sequential
Reciprocal
Input
Output
Input
Output
Input
Output
Pooled
Input
Input
Output
Input
Input
Output
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11. Structural Coordination
Task Forces
Integrating Departments
Electronic Coordination
Structural Coordination Techniques
Management Hierarchy
Rules and Procedures
Managerial Liaison Roles
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12. Key Terms organizing organization structure job design
job specialization
job rotation
job enlargement
job enrichment
job characteristics approach
work teams
departmentalization
functional departmentalization
product departmentalization
customer departmentalization
location departmentalization
chain of command
span of management
authority
delegation
centralization
coordination
pooled interdependence
sequential interdependence
reciprocal interdependence
line position
staff position
administrative intensity
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