- definitions of organizing and organization skill
- fayols organizing guidelines
- judiciously prepare and execute the operation plan
- organize the human and material. facets so that they are consistent with objectives, resources, and requirements of the concern
- establish a single competent, energetic guiding authority ( formal management structure)
- organizing process
- reflect plans and objectives
- establish major tasks
- divide major tasks into subtasks
- allocate resources and directives for subtasks
- evaluate results of organizing strategy
- classical organizing theory
- weber's bureaucratic model
- detailed procedures and rules
- clearly outline organizational hierarchy
- impersonal relationships among organization members
- division of labor
- assign various portions of a task among a number of organization members
- advantages - specialized skills - only one job to do - efficacy
- disadvantages overlooks human variable - boring - decreased production
- division of labor and coordination
- coordination
- orderly arrangement of group
- structure
- designated relationships among organizational resources
- two basic types of structure
- formal
- represented on organization chart
- informal forces influence
- evolves naturally, spontaneously
- formal structure
- organization chart
- vertical dimensioning
- scalar relationships
- chain of command
- unity of command
- employee reports to only one manager
- span of managements
- number of employees one manager can effectively manage
- height of organization chart
- horizontal
- types of departmentalization
- functional
- product
- geographic
- customer
- matrix
- forces influencing formal structure
- managerial forces
- informational structure
- mechanistic
- formal organizational structures
- suited for large companies in stable industries
- organic structures
- less formal
- represent loosely coupled worker networks
- suited for smaller companies in volatile industries
types of organizations multinational - manufacturers in multiple countries international- manufacturer in one country and sell in multiple countries domestic- manufacture and sell in one country global - change the company based on the culture - the country can have its own power and will run itself stages of multinationaliztin exports its products to foreign countries establishes sales organizations abroad license use of its patents and know-how to foreign firms that make and sell its products establishes foreign manufacturing facilities multinationalizes management from top to bottom multinationalizes ownership of corporate stock
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