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Organizing/Work Processes/Culture H Edu 4790/6790
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Organization Chart
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Division of work Supervisory relationships Communication Channels Major subunits Levels of management
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Traditional Structures Functional structures Divisional structures Product structure Geographical structure Customer structure Process structure Matrix structures Team structures
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Organizing Trends Upside-down pyramid Shorter chains of command Less unity of command Wider spans of control
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Upside-Down Pyramid CEO Front-line Mid-level
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Organizing Trends Upside-down pyramid Shorter chains of command Less unity of command Wider spans of control
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Tall and Flat (Span of Control)
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Matrix Organization
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Centralization Decentralization
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Departmentation Time Objective Interpersonal climate Formal structure
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Systems Thinking System Subsystem Open system
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Systems Thinking
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Improving subsystems Planning Rules or procedures Hierarchical referral Direct contact Liaison roles Task forces/Teams Maxtrix
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Other Approaches Contingency Theories Learning organizations
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Formal approaches to management Scientific (Taylor) Administrative principles (Fayol, Follet) Fayol’s five rules Fayol’s 14 principles Bureaucratic organization (Weber) Maslow
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Fayol’s 5 Rules (1) Foresight (2) Organization (3) Command (4) Coordination (5) Control
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Fayol’s 14 princicples Division of work Authority Discipline Unity of command Unity of direction Subordination of individual interests Remuneration Centralization Scalar chain Order Equity Stability of tenure Initiative Esprit de corps
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Formal approaches to management Scientific (Taylor) Administrative principles (Fayol, Follet) Bureaucratic organization (Weber) Maslow
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Weber’s Five Principles (1) Clear division of labor (2) Clear hierarchy of authority (3) Formal rules and procedures (4) Impersonality (5) Careers based on merit
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Formal approaches to management Scientific (Taylor) Administrative principles (Fayol, Follet) Bureaucratic organization (Weber) Maslow’s Hierarchy of needs
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Modern Approaches Systems thinking Contingency theories Learning organizations
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What would the classics say? Six months after being hired, Bob, a laboratory worker, is performing just well enough to avoid being fired. He was carefully selected and had the abilities required to do it really well. At first, Bob was enthusiastic about his new job, but now he isn’t performing up to this high potential. Fran, his supervisor, is concerned, and wonders what can be done to improve this situation.
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Design and work processes Bureaucratic designs Adaptive designs Organic designs Contingencies
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Life cycle Birth stage Youth stage Midlife stage Maturity stage
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Human Resources A good design provides people with the supporting structures they need to achieve both high performance and satisfaction in their work.
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Culture Stories Heroes Rites Symbols
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Activity Which culture fits you?
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Subcultures Occupational Functional Ethnic/race Gender Generational
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