1. Organizing

2. Organization defined:
“To arrange activities so that they systematically contribute to goal accomplishment.”

3. Purpose of Organizing Dividing work Assigning tasks
Coordinating diverse organizational tasks
Clustering jobs into units
Establishing relationships
Establishing formal lines of authority
Allocating and deploying organizational resources

4. Work specialization/Division of Labor
Each worker has a specific task
Each task is standardized
Work is repetitive
Work is broken into manageable steps

5. Departmentalization Coordination of tasks Methods of departmentalizing
By function
By product
By guest need
By territory
Or any combination of the above

6. Authority Comes with title and position Two-way obligation
Expectations
Empowerment

7. Responsibility
“rights”
Obligation to perform
Performance and outcome

8. Chain of command Outlines those with authority from the top down
BOD
CEO
Vice-president
Clearly defined line of authority
Everyone knows to whom they are to report

9. Span of Control
Number of employees a supervisor can efficiently manage
Factors
Type of work
Skill level of employee
Level of training
Technology available
Leadership style
Management experience

10. Empowerment Giving employees a degree of decision-making authority
Allows employees to be flexible when dealing with difficult situations that do not necessarily require management attention
Increase in guest satisfaction

11. Centralization v. Decentralization
Decision-making authority lies with top management in a centralized structure
Lower management and line authority employees play a role in the decision-making process in a decentralized structure
Today’s companies are moving towards centralized structures for cost reasons

12. Mechanistic organizations
High specialization
rigid departmentalization
Narrow spans of control
High formalization
Limited information network
centralized

13. Organic organization Low in complexity Low in formalization
Decentralized
Division of labor of non-standardized jobs
Require few rules
Require little supervision

14. Contingency factors Organizational structure Size Technology
Degree of environmental uncertainty

15. Team-based structure TQM model Front line associates participate
Team makeup
Coordination of effort
Productivity issues

16. Matrix structure
Assigns specialists from different departments to work on projects
Pool knowledge
Communication is key
Decision-making tends to move quicker

17. Project structure Employee continuously works on projects
Move to another project once completed
Members have specific knowledge

18. Independent Business Units (IBUs)
Small, independent businesses within a larger corporate structure
Approval to implement strategies
Assists with exposing employees to revenue and expense issues

19. Boundaryless organizations
No pre-defined structure
Breakdown of external barriers
Eliminates the chain of command
Appropriate span of control
Replace departments with empowered teams

20. Encouraging employee involvement
Teams
Self-managed
Productive
Job rotation
Job enlargement
Job enrichment

21. Trends in Organizing Increased used of scheduling programs
Use of the Internet for recipe access
Multitasking
More decentralization