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Principles of Management Chapter 06

1) Organizing is the process of establishing orderly uses for resources within a management system. It involves reflecting on responsibilities and structure, establishing divisions of labor, allocating activities, and evaluating processes. 2) Classical organizing theory includes Weber's bureaucratic model of detailed procedures, clear hierarchies, and impersonal relationships. It also involves dividing labor and establishing formal and informal organizational structures. 3) Responsibilities, authority, and accountability are assigned to managers through job descriptions that clarify and divide activities. Authority is the right to command and is accepted when orders are understood, purposeful, compatible with interests and abilities.

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15 views

Principles of Management Chapter 06

1) Organizing is the process of establishing orderly uses for resources within a management system. It involves reflecting on responsibilities and structure, establishing divisions of labor, allocating activities, and evaluating processes. 2) Classical organizing theory includes Weber's bureaucratic model of detailed procedures, clear hierarchies, and impersonal relationships. It also involves dividing labor and establishing formal and informal organizational structures. 3) Responsibilities, authority, and accountability are assigned to managers through job descriptions that clarify and divide activities. Authority is the right to command and is accepted when orders are understood, purposeful, compatible with interests and abilities.

Uploaded by

Hải Anh Nguyễn
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Chapter 6 Organizing

6.1. Definitions of Organizing and 6.4. Authority


Organizing Skill 6.4.1. Authority on the Job
6.1.1. The Importance of 6.4.2. Acceptance of Authority
Organizing
6.4.3. Types of Authority
6.1.2. The Organizing Process
6.4.4. Accountability
6.2. Classical Organizing Theory
6.2.1. Weber’s Bureaucratic
6.5. Delegation
Model 6.5.1. Steps in the Delegation Process
6.2.2. Division of Labor 6.5.2. Obstacles to the Delegation
6.2.3. Structure Process
6.3. Responsibility 6.5.3. Eliminating Obstacles to the
6.3.1. The Job Description Delegation Process
6.3.2. Dividing Job Activities 6.5.4. Centralization and Decentralization
6.3.3. Clarifying Job Activities
of Managers
Definitions of Organizing and Organizing Skill

- Organizing is the process of establishing orderly uses for


resources within the management system

- Organizing skill: the ability to establish orderly uses for resources


within the management system
6.1.1. The Importance of Organizing
Responsibilities of an organizing department would include:
1. Reorganization plans to make management system more effective and efficient
2. Plans to improve managerial skills to fit current management system needs
3. An advantageous organizational climate within the management system
6.1.2. The Organizing Process
The five main steps of the organizing process:
1. Reflect
2. Establish
3. Divide
4. Allocate
5. Evaluate
6.2.1. Weber’s Bureaucratic Model
- Weber’s most notable contribution to classical organizing theory
was his concept of bureaucracy.
- Weber used the term bureaucracy to label the management system that
includes three primary components: detailed procedures and rules, a clearly
outlined organizational hierarchy, and impersonal relationships among
organization members
6.2.2. Division of Labor

- Division of labor is the assignment of various portions of a particular task among a


number of organization members

6.2.3. Structure

- Structure refers to the designated relationships among resources of the management


system

- Formal structure is defined as the relationships among organizational resources as


outlined by management; formal structure is represented primarily by the organization
chart.

- Informal structure is defined as the patterns of relationships that develop because of


the informal activities of organization members
6.3. Responsibility

- Responsibility is the obligation to perform assigned activities

6.3.1. The Job Description

- A job description—a list of specific activities that must be performed by


whoever holds the position

6.3.2. Dividing Job Activities

- Some method of distributing these job activities:

+ The Functional Similarity Method

+ Functional Similarity and Responsibility, additional guides


6.3.3. Clarifying Job Activities of Managers

- Management Responsibility Guide: helps management to describe the


various responsibility relationships that exist in the organization and to
summarize how the responsibilities of various managers relate to one
another.

- Responsible Managers can be described as responsible if they perform


the activities they are obligated to perform.
6.4. Authority
- Authority is the right to perform or command
6.4.1. Authority on the Job
- The relationship between job activities and authority: The manager has the authority
necessary to perform both his/her task and deligation
6.4.2. Acceptance of Authority
- Authority will be accepted only under the following conditions:
1. The individual can understand the order being communicated.
2. The individual believes the order is consistent with the purpose of the organization.
3. The individual sees the order as compatible with his or her personal interests.
4. The individual is mentally and physically able to comply with the order.
6.4.3. Types of Authority

- Three main types of authority can exist within an organization: line


authority, staff authority, and functional authority.

- Line authority, the most fundamental authority within an


organization, reflects existing superior–subordinate relationships

- Staff authority consists of the right to advise or assist those who


possess line authority as well as other staff personnel.

- Functional authority consists of the right to give orders within a


segment of the organization in which this right is normally nonexistent
6.4.4. Accountability

- Accountability refers to the management philosophy whereby


individuals are held liable, or accountable, for how well they use their
authority and live up to their responsibility of performing
predetermined activities
6.5. Delegation

- Delegation is the actual process of assigning job activities and corresponding


authority to specific individuals within the organization.

6.5.1. Steps in the Delegation Process

- Newman and Warren: the delegation process consists of three steps

• The first step is assigning specific duties to the individual


• The second step of the delegation process involves granting appropriate authority
to the subordinate
• The last step involves creating the obligation for the subordinate to perform the
duties assigned
6.5.2. Obstacles to the Delegation Process

1. Obstacles related to the supervisor

2. Obstacles related to subordinates

3. Obstacles related to organizations

6.5.3. Eliminating Obstacles to the Delegation Process

- continually strive to uncover any obstacles to delegation => approach taking


action to eliminate these obstacles with the understanding that they may be deeply
ingrained and therefore require much time and effort to overcome
6.5.4. Centralization and Decentralization

- The terms centralization and decentralization describe the general degree to


which delegation exists within an organization.

- Centralization implies that a minimal number of job activities and a minimal


amount of authority have been delegated to subordinates by management, whereas
decentralization implies the opposite.

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