1. A FRAMEWORK, A PLAN TO ACHIEVE GOALS
ORGANIZING
A FRAMEWORK, A PLAN TO ACHIEVE GOALS

2. STRATEGY GOALS ACTIVITIES
GROUP THE ACTIVITIES
COORDINATE THE ACTIVITIES
ASSIGN TASKS
SELECT, PLACE, TRAIN, EDUCATE, AUTHORITY, RESPONSIBILITY(EMPOWER)

3. FORMS OF STRUCTURE FUNCTIONAL DIVISIONAL MATRIX NETWORK PRODUCT
MARKET CHANNEL
GEOGRAPHICAL
CUSTOMER/CLIENT
MATRIX
NETWORK

4. FUNCTIONAL GROUP SIMILAR TASKS, JOBS
+ SPECIALIZATION, EXPERTISE
+ EFFICIENCY
+ ECONOMY OF SCALE
? ACCOUNTABILITY OVERALL
? ACROSS FUNCTIONS - “CHIMNEYS”
Coordination, Communication
? “Narrow” Jobs

5. PRODUCT + FOCUS ON PRODUCT/SERVICE + ACCOUNTABILITY - PRODUCT
? DUPLICATION OF FUNCTIONS
? ACROSS DIVISIONS
“CORPORATE” FOCUS?
COORDINATION
COMMUNICATION

6. MARKET CHANNEL + FOCUS ON MARKET CHANNEL + ACCOUNTABILITY - CHANNEL
? DUPLICATION OF FUNCTIONS
? ACROSS DIVISIONS
“CORPORATE” FOCUS?
COORDINATION
COMMUNICATION

7. GEOGRAPHICAL + FOCUS ON TERITORY + ACCOUNTABILITY - TERRITORY
? DUPLICATION OF FUNCTIONS
? ACROSS DIVISIONS
“CORPORATE” FOCUS?
COORDINATION
COMMUNICATION

8. CUSTOMER, CLIENT + FOCUS ON CUSTOMER + ACCOUNTABILITY - CUSTOMER
? DUPLICATION OF FUNCTIONS
? CROSS DIVISIONS
“CORPORATE” FOCUS?
COORDINATION
COMMUNICATION

9. MATRIX (SPECIAL BLEND OF RESOURCES) + FOCUS PRODUCT, PROJECT…
+ FLEXIBLE, BUILT TO FIT
+ ”PROFIT” CENTER
? ACCOUNTIBILITY
? JOB INSECURITY

10. TYPES OF MATRIX TYPE OF STRUCTURE TYPE OF AUTHORITY DURATION TASK
FORCE
STRONG
FORMAL
SHORT
PROJECT
MANAGER
MEDIUM
FORMAL
“MEDIUM”
PRODUCT
MANAGER
“PERSUASIVE”
“PERMANENT”
CROSS
FUNCTIONAL
TEAM
VARIES
VARIES

11. NETWORK (HUB PLUS “SUB-CONTRACTORS”) + FOCUS + COORDINATE + FLEXIBLE
+ OUTSOURCE
? CONTROL
? OUTSOURCE

12. LINE - STAFF LINE: DIRECTLY INVOLVED STAFF: INDIRECTLY…
TO DETERMINE PROPER FOCUS, MISSION

13. AUTHORITY
RIGHT TO…
MAKE DECISIONS,
ISSUE ORDERS,
REQUESTS, ETC.

14. POWER
ABILITY
TO INFLUENCE
= REAL AUTHORITY

15. BASES OF POWER (FRENCH & RAVEN)
LEGITIMATE
COERCIVE
REWARD
EXPERT
REFERENT

16. BASES OF POWER (WEBER)
LEGITIMATE
TRADITIONAL
CHARISMATIC

17. BASES OF POWER ANOTHER VIEW
CONTROL RESOURCE ACCESS
AWARE OF IT
WANT TO HAVE POWER
KNOW HOW TO USE IT

18. RESPONSIBILITY = OBLIGATION
AUTHORITY = RESPONSIBILITY

19. DELEGATING AUTHORITY 1. DECIDE GOALS/TASKS TO ASSIGN
“TEACH MISSION,” EDUCATE
CAPABLE PERSON IN POSITION
TRAIN

20. DELEGATING AUTHORITY 2. MAKE ASSIGNMENTS
AGREE ON MISSION, GOALS, TASKS
ESTABLISH LIMITS (POLICY)
AGREE ON RESULTS, MEASUREMENT
ESTABLISH MONITORS, FEEDBACK
GIVE INFORMATION

21. DELEGATING AUTHORITY 3. GRANT AUTHORITY TO ACT
TRANSFER RIGHT TO DECIDE
TRANSFER RIGHT TO COMMIT RESOURCES
BACK UP IN WRITING
COORDINATE WITH OTHER PEOPLE/POSITIONS

22. DELEGATING AUTHORITY 4. HOLD RESPONSIBLE/ACCOUNTABLE CHECK PROGRESS
DO NOT “INTERFERE”

23. DELEGATING AUTHORITY 5. “MONITOR” REWARD REMOVE ROADBLOCKS TEACH
COMMUNICATE
GIVE INFORMATION
GIVE RESOURCES
HOLD ACCOUNTABLE

24. Who’s responsible? Or Everybody is somebody
This is a story about four people named Everybody,
Somebody, Anybody, and Nobody. There was an
important job to be done and Everybody was asked
to do it. Everybody was sure Somebody would do it.
Anybody could have done it, but Nobody did it.
Somebody got angry about that, because it was
Everybody’s job. Everybody thought Anybody could
do it, but Nobody realized that Everybody wouldn’t
do it. It ended up that Everybody blamed Somebody
when Nobody did what Anybody could have done.
Anonymous

25. PROBLEMS WITH DELEGATION
RELUCTANCE TO DELEGATE
NOT DONE WELL
NO CLEAR SYSTEM, CONTROL
POWER CONSIDERATIONS
MOVE UP THROUGH POSITION
DO NOT “LEAVE OLD JOB”

26. PROBLEMS WITH DELEGATION CONT’D
RELUCTANCE TO DELEGATE
TIGHTLY HELD /FAMILY OR ORGANIZATION
DON’T TRUST SUBORDINATE
NOT TRAINED
WON’T MAKE “RIGHT DECISION”
MATRIX STRUCTURES

27. PROBLEMS WITH DELEGATION
RELUCTANCE TO ACCEPT

28. LIMITS ON AUTHORITY BEYOND SUBORDINATE’S WILLINGNESS, CAPACITY
DIFFERING ROLES
WORK RULES

29. LIMITS ON AUTHORITY NORMS, CULTURE UNION RULES DIFFERENT PERCEPTIONS
DIFFERENT BELIEFS

30. CENTRALIZATION--DECENTRALIZATION
(INFLUENCING FACTORS)
STRATEGY
ENVIRONMENT
ORGANIC, MECHANISTIC
CORE, BOUNDRY SPANNERS
UNCERTAINTY, CERTAINTY
TECHNOLOGY - INTERDEPENDENCE

31. CENTRALIZATION--DECENTRALIZATION
(INFLUENCING FACTORS, cont’d.)
“COST OF DECISION”, RISK
UNIFORMITY OF POLICY
GEOGRAPHICAL DISPERSION
PHILOSOPHY, CULTURE

32. CENTRALIZATION--DECENTRALIZATION
(INFLUENCING FACTORS, cont’d.)
AVAILABILITY OF MANAGERS
ABILITY
DESIRE
SIZE OF ORGANIZATION, GROWTH
DIFFERENTIATION
FORMALIZATION

33. COORDINATION TOOLS
RULES, PROCEDURES, POLICIES
GOALS
HIEARCHY
PLANS

34. COORDINATION TOOLS TEAMS COMMITTEE LAISON ORGANIZATION CULTURE
CULTURE IN SOCIETY

35. SPAN OF MANAGEMENT SKILL, STYLE OF SUPERVISOR
(FACTORS AFFECTING)
SKILL, STYLE OF SUPERVISOR
SKILL, STYLE OF SUBORDINATES
TYPE OF TASKS
COMPLEX
ROUTINE

36. SPAN OF MANAGEMENT COORDINATION OF INTERACTIONS ASSISTANCE
(FACTORS AFFECTING, cont’d.)
COORDINATION OF INTERACTIONS
FREQUENCY
“SEVERITY”
ASSISTANCE
ASSISTANTS
GOALS, PLANS, ETC.
PHILOSOPHY, CULTURE

37. TALL, FLAT NUMBER OF LEVELS SPAN OF MANAGEMENT
NUMBER OF MANAGERS
SPAN OF MANAGEMENT
?VERTICAL COMMUNICATION?
“FLAT” NOT NECESSARILY = DECENTRALIZED!

38. CHAIN OF COMMAND
DIRECT LINES OF AUTHORITY
FORMAL LINES OF AUTHORITY

39. UNITY OF COMMAND
REPORT TO ONLY 1 SUPERVISOR

40. PLACING “SERVICE” DEPT.
ACCESSIBLE
“CLOUT”
“OWNED” BY A DEPARTMENT
LEVEL
TITLE

41. STAFF AUTHORITY
ADVISORY
SERVICE
CONTROL
FUNCTIONAL