1. PowerPoint Presentation by Charlie Cook Gary Dessler Principles and Practices for Tomorrow’s Leaders Organizing Copyright © 2004 Prentice Hall, Inc. All rights reserved. Fundamentals of Organizing Fundamentals of Organizing 6 CHAPTER

2. Copyright © 2004 Prentice Hall. All rights reserved.6–2 Chapter Objectives After studying this chapter and the case exercises at the end, you should be able to: 1.Develop an organization chart for a company. 2.Draw the company’s current organization chart, and list its pros and cons. 3.Show how a company could install a network organization. 4.Reorganize a company’s tasks around a “horizontal organization.”

3. Copyright © 2004 Prentice Hall. All rights reserved.6–3 What Is Organizing? Organizing  Arranging the activities of the enterprise in such a way that they systematically contribute to the enterprise’s goals.

4. Copyright © 2004 Prentice Hall. All rights reserved.6–4 Depicting the Organization Organization Chart  A chart that shows the structure of the organization including the title of each manager’s position and, by means of connecting lines, who is accountable to whom and who has authority for each area.

5. Copyright © 2004 Prentice Hall. All rights reserved.6–5 Authority and the Chain of Command Chain of Command  The path that a directive and/or answer or request should take through each level of an organization; also called a scalar chain or the line of authority. Authority  The right to take action, to make decisions, and to direct the work of others.

6. Copyright © 2004 Prentice Hall. All rights reserved.6–6 Line and Staff Authority Line Manager  A manager who is (1) in charge of essential activities such as sales and (2) authorized to issue orders to subordinates down the chain of command. Staff Manager  A manager without the authority to give orders down the chain of command (except in his or her own department); generally can only assist and advise line managers in specialized areas such as human resources management.

7. Copyright © 2004 Prentice Hall. All rights reserved.6–7 Line and Staff Authority Functional Authority  Narrowly limited power to issue orders down the chain of command in a specific functional area such as personnel testing.

8. Copyright © 2004 Prentice Hall. All rights reserved.6–8 The Informal Organization Informal Organization  The informal contacts, communications, and habitual ways of doing things that employees develop.

9. Copyright © 2004 Prentice Hall. All rights reserved.6–9 Departmentalization: Creating Departments Departmentalization  The process through which an organization’s activities are grouped together and assigned to managers; the organizationwide division of work.

10. Copyright © 2004 Prentice Hall. All rights reserved.6–10 Organizing Departments by Function Functional Departmentalization  A form of organization that groups a company’s activities around essential functions such as manufacturing, sales, or finance.

11. Copyright © 2004 Prentice Hall. All rights reserved.6–11 Functional Departmentalization FIGURE 6–1

12. Copyright © 2004 Prentice Hall. All rights reserved.6–12 Organizing Departments by Self- Contained Divisions/Purposes Product Departmentalization  Grouping departments around a firm’s products or services, or each family of products or services; also referred to as a “divisional” organization. Customer Departmentalization  Self-contained departments are organized to serve the needs of specific groups of customers.

13. Copyright © 2004 Prentice Hall. All rights reserved.6–13 Divisional Organization for a Pharmaceuticals Company FIGURE 6–2

14. Copyright © 2004 Prentice Hall. All rights reserved.6–14 FIGURE 6–3 Customer Departmentalization, Grayson Steel Company

15. Copyright © 2004 Prentice Hall. All rights reserved.6–15 Organizing Departments by Self- Contained Divisions/Purposes (cont’d) Marketing-channel Departmentalization  Departments focus on particular marketing channels, such as drugstores or grocery stores. Geographic (Territorial) Departmentalization  Separate departments are established for each of the territories in which the enterprise does business.

16. Copyright © 2004 Prentice Hall. All rights reserved.6–16 FIGURE 6–4 Marketing Channel Departmentalization

17. Copyright © 2004 Prentice Hall. All rights reserved.6–17 FIGURE 6–5 Divisional Organizations Facilitate Coordination

18. Copyright © 2004 Prentice Hall. All rights reserved.6–18 Checklist 6.1 Functional vs. Divisional Organizations  Functional Organization Advantages 1.It is simple, obvious, and logical. 2.It fosters efficiency. 3.It can simplify executive hiring and training. 4.It can facilitate the top manager’s control.  Functional Organization Disadvantages 1.It increases the workload on the executive to whom the functional department heads report. 2.It may reduce the firm’s sensitivity to and service to the customer. 3.It produces fewer general managers.

19. Copyright © 2004 Prentice Hall. All rights reserved.6–19 Checklist 6.1 (cont’d) Functional vs. Divisional Organizations  Divisional Organization Advantages 1.The product or service gets the single-minded attention of its own general manager and unit, and its customers may get better, more responsive service. 2.It’s easier to judge performance. 3.It develops general managers. 4.It reduces the burden for the company’s CEO.

20. Copyright © 2004 Prentice Hall. All rights reserved.6–20 Checklist 6.1 (cont’d) Functional vs. Divisional Organizations  Divisional Organization Disadvantages 1.It creates duplication of effort. 2.It may diminish top management’s control. 3.It requires more managers with general management abilities. 4.It can breed compartmentalization.

21. Copyright © 2004 Prentice Hall. All rights reserved.6–21 Creating Matrix Organizations Matrix Organization  An organization structure in which employees are permanently attached to one department but also simultaneously have ongoing assignments in which they report to project, customer, product, or geographic unit heads.

22. Copyright © 2004 Prentice Hall. All rights reserved.6–22 FIGURE 6–6 Matrix Organization Departmentalization

23. Copyright © 2004 Prentice Hall. All rights reserved.6–23 Matrix Organizations Advantages Access to expertise. Stability of permanent department assignments for employees. Allows for focus on specific projects, products, or customers. Disadvantages Confusion of command. Power struggles and conflicts. Lost time in coordinating. Excess overhead for managing matrix functions.

24. Copyright © 2004 Prentice Hall. All rights reserved.6–24 Departmentalization in Practice: A Hybrid Why mix the types of departmentalization?  Hierarchical considerations  The relationship of top level departments to their subsidiary departments.  Efficiency  Product, customer, and territorial departments tend to result in duplicate sales, manufacturing, and other functional departments.  Common sense  Departmentalizing is still more an art than a science.

25. Copyright © 2004 Prentice Hall. All rights reserved.6–25 FIGURE 6–7a A Hybrid Organization

26. Copyright © 2004 Prentice Hall. All rights reserved.6–26 FIGURE 6–7b A Hybrid Organization (cont’d)

27. Copyright © 2004 Prentice Hall. All rights reserved.6–27 FIGURE 6–8 The New Summer Tour Organization

28. Copyright © 2004 Prentice Hall. All rights reserved.6–28 Tall And Flat Organizations, And The Span Of Control Span of Control  The number of subordinates reporting directly to a supervisor.  Wide spans: larger number of direct reports.  Narrow spans: fewer number of direct reports. Tall vs. Flat Organizations  Tall organizations: more management layers and more hierarchical controls.  Flat organizations: fewer management layer and decision making closer to the customer.

29. Copyright © 2004 Prentice Hall. All rights reserved.6–29 FIGURE 6–9 Spans of Control in Country-Based Organization

30. Copyright © 2004 Prentice Hall. All rights reserved.6–30 Network-based Organizations Organizational Network  A system of interconnected or cooperating individuals. Informal Networks  Communication pathways and relationships between individuals in an organization that do not necessarily conform to the formal chain of command and communication networks of an organization.

31. Copyright © 2004 Prentice Hall. All rights reserved.6–31 Network-based Organizations (cont’d) Formal Organizational Network  A recognized group of managers or other employees assembled by the CEO and the other senior executive team, drawn from across the company’s functions, business units, geography, and levels. Electronic Organizational Networks  Networking through technology-supported devices such as e-mail, video-conferencing, and collaborative computing software like Lotus Notes.

32. Copyright © 2004 Prentice Hall. All rights reserved.6–32 FIGURE 6–10 How Networks Reshape Organizations

33. Copyright © 2004 Prentice Hall. All rights reserved.6–33 Network-based Organizations (cont’d) Team-Based Organizations  Team  A group of people committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable. Horizontal Corporations  A structure that is organized around customer- oriented processes performed by multidisciplinary cross-functional teams rather than by formal functional departments.

34. Copyright © 2004 Prentice Hall. All rights reserved.6–34 FIGURE 6–11 The Horizontal Corporation Source: Source: John A. Byrne, “The Horizontal Corporation,” Business Week, 20 December 1993, p. 80.

35. Copyright © 2004 Prentice Hall. All rights reserved.6–35 Checklist 6.2 Building Horizontal Organizations  Make responsibilities overlap. Design individual jobs as broadly as possible, and keep the number of job titles to a minimum.  Base rewards on unit performance to emphasize the importance of working together.  Change the physical layout to promote collective responsibility. Let people see each other’s work.  Redesign work procedures, provide computer terminals, use the e-mail network, and make sure managers are available.

36. Copyright © 2004 Prentice Hall. All rights reserved.6–36 FIGURE 6–12 How to Create a Horizontal Corporation Source: Source: Reprinted from the December 20, 1993, issue of Business Week by special permission. Copyright © 1993 by the McGraw-Hill Companies, Inc.

37. Copyright © 2004 Prentice Hall. All rights reserved.6–37 Other Organization Types Federal Organization  An organization in which power is distributed between a central unit and a number of constituents, but the central unit’s authority is intentionally limited. Virtual Organization  A temporary network of independent companies that use information technology to share skills, reduce costs, and provide access to one another’s markets.  Its success depends on each of the individual firms’ responsibility and self-interest to accomplish the network’s purpose.

38. Copyright © 2004 Prentice Hall. All rights reserved.6–38 FIGURE 6–13 TGC’s Cellular Organization Source: Reprinted with permission of the Academy of Management Executive, from “Organizing in the Knowledge Age: Anticipating the Cellular Form,” Raymond Miles, vol. 11, no. 4, © 1997; permission conveyed through Copyright Clearance Center, Inc.