1. ORGANIZING Review Legal Forms of Organization: Proprietorship, Partnership, Corporation, and Cooperative Organizing Process Comparison of subdivision logics (Departmentalization) Span of Control, nature of line, staff and service relationships Dr.B.G.Cetiner cetinerg@itu.edu.tr Effect of technology on organization structure

2. ORGANIZING Legal Forms of Organization Sole Proprietorship Owned and operated by one person Simple to organize and shut down Has few legal restrictions Owner is free to make all decisions Profit is taxed only once (in USA) Unlimited responsibility for debts Difficult to raise capital for growth of business Duration of business is limited to the life of proprietor Dr.B.G.Cetiner cetinerg@itu.edu.tr Proprietorship, Partnership, Corporation, and Cooperative

3. ORGANIZING Legal Forms of Organization Partnership Association of two or more partners Has relatively few legal restrictions Permits the pooling the managerial skills and judgements Divided decision making and authority might cause problems Partners have unlimited liability for debts In a limited partnership, there must be at least one general partner Limited partners are limited only to the extent of their investment Most common form of business organization Dr.B.G.Cetiner cetinerg@itu.edu.tr Proprietorship, Partnership, Corporation, and Cooperative

4. ORGANIZING Legal Forms of Organization Corporations Legal entities owned by shareholders Shareholder has no liability beyond loss of the value of stock Have perpetual life as long as submitting necessary reports Raising money for growth is easy Easiness in transfer of ownership and change management More difficult and expensive to organize Subject to many rules and regulations More taxing is applied Most large organizations are corporations Dr.B.G.Cetiner cetinerg@itu.edu.tr Proprietorship, Partnership, Corporation, and Cooperative

5. ORGANIZING Legal Forms of Organization Cooperatives Special type of organization owned by users or customers Earnings are usually distributed tax free Board members managing cooperative are elected by all members Dr.B.G.Cetiner cetinerg@itu.edu.tr Proprietorship, Partnership, Corporation, and Cooperative

6. ORGANIZING Organizing To work efficiently in a team, members need to know the parts to play (roles) and how these roles relate to one another. Dr.B.G.Cetiner cetinerg@itu.edu.tr Designing and maintaining these systems of roles is called organizing.

7. ORGANIZING Organizing Organizing involves Dr.B.G.Cetiner cetinerg@itu.edu.tr 1. Identification and Classification of Required Activities 2. Grouping of Activities to Obtain Objectives 3. Assignment of a manager to each group with the authority 4. Provision for Coordination horizontally and vertically Top Level Middle-Level First-Line Managerial Level

8. ORGANIZING Organizing by Key Activities Dr.B.G.Cetiner cetinerg@itu.edu.tr Effective organizing must first consider basic mission and long-range objectives established for the organization and the strategy. Therefore, key activities have to be considered first

9. ORGANIZING Organizing by Key Activities Dr.B.G.Cetiner cetinerg@itu.edu.tr Ask three questions to identify key activities 1. In what area is excellence required to obtain the company’s objectives 2. In what areas would lack of performance endanger the results? 3. What are the values that are truly important to us in this company?

10. ORGANIZING Organizing by Key Activities Dr.B.G.Cetiner cetinerg@itu.edu.tr After establishing key activities, two additional works are suggested: 1. Decision Analysis What decisions are needed to obtain effectiveness in key activities? (Futurity, effectiveness on the functions, frequency and results are addressed) 2. Relations Analysis With whom the person in charge of an activity will have to work? Find the crucial relations for success and effectiveness. These relations should be easy, accessible, and central to unit.

11. ORGANIZING Patterns of Departmentalization Dr.B.G.Cetiner cetinerg@itu.edu.tr

12. ORGANIZING Patterns of Departmentalization Dr.B.G.Cetiner cetinerg@itu.edu.tr Functional Departmentalization

13. AcctgProdn.MktgPers. ORGANIZING Patterns of Departmentalization Dr.B.G.Cetiner cetinerg@itu.edu.tr President FinanceR&DMarketingProduction Disk Box Div.CD Cabinet Div AcctgProdn.MktgPers. Product Departmentalization

14. AcctgProdn.MktgPers. ORGANIZING Patterns of Departmentalization Dr.B.G.Cetiner cetinerg@itu.edu.tr President FinanceR&DMarketingProduction Eastern DivisionWestern Division AcctgProdn.MktgPers. Geographic Departmentalization

15. Industry SalesConsumer Sales ORGANIZING Patterns of Departmentalization Dr.B.G.Cetiner cetinerg@itu.edu.tr President FinanceR&DMarketingProduction Western Sales CD Cabinets PartsAssemblyFinishing Mixed Departmentalization Disk Boxes Eastern Sales

16. ORGANIZING Span of Control Dr.B.G.Cetiner cetinerg@itu.edu.tr Defines number of Subordinate Managers CEO M MMMM M MMMM M MMMM M MMMM wwww Control of Span for 4 (needs 20 managers)

17. ORGANIZING Span of Control Dr.B.G.Cetiner cetinerg@itu.edu.tr Defines number of Subordinate Managers CEO M M M M wwww Control of Span for 8 (needs 8 managers) M M M M

18. ORGANIZING Span of Control Dr.B.G.Cetiner cetinerg@itu.edu.tr CEO M M M M wwww M M M M CEO M MMMM M MMMM M MMMM M MMMM wwww Multiple Levels can increase communication and decision time Narrow spans of control (tall organizations) are expensive (we have more managers) Wide spans leave managers with inadequete times to supervise the activities. Narrow Span Wider Span

19. Factors Determining Effective Spans cetinerg@itu.edu.tr ORGANIZING Number of relationships that exists between manager and subordinates individually and in various combinations, and among the suordinates themselves. Number of relationships with n subordinates n [ 2 (n-1) +n-1 ] For n=1, 1 relationship n=2, 6 relationships n=3, 18 relationships

20. Following Conditions affect a manager to effectively supervise people cetinerg@itu.edu.tr ORGANIZING Dr.B.G.Cetiner Subordinate Training Nature of jobs Supervised Rate of Change of Activities and Personnel Clarity of instruction and delegation Staff Assistance

21. Current Trends in Spans cetinerg@itu.edu.tr ORGANIZING Dr.B.G.Cetiner To increase the spans of control (decreases number of organizational levels) Results of Wider Spans 1. Significant reduction of administrative costs 2. More effective and efficient organization communication 3. Faster Decisions and closer interaction between organizational levels 4. Requirement for more personnel training for all levels 5. Better leadership at all levels

22. Classification of Companies cetinerg@itu.edu.tr ORGANIZING Dr.B.G.Cetiner 1. Unit: production according to the Customer orders (job-shop) 2. Mass Production 3. Process

23. Impact of Information Revolution Reduction of number of workers, more skilled workers, requires monitoring abilities rather than physical one. cetinerg@itu.edu.tr ORGANIZING Dr.B.G.Cetiner 1. Visualization (ability to manipulate mental patterns) 2. Conceptual Thinking (or abstract reasoning) 3. Understanding of processes such as machine fundamentals and machine/material interactions Skills Required 4. Statistical understanding (trends, and meaning of data) 5. Oral and Visual Communication 6. Attentiveness 7. Individual Responsibility

24. Impact of Information Revolution RESULT Little future in industry for the uneducated employee cetinerg@itu.edu.tr ORGANIZING Dr.B.G.Cetiner