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Engineering Management 1

The document discusses organization planning, design, and development within the context of engineering management. It outlines the importance of structuring organizations to achieve objectives through defined roles, responsibilities, and relationships, as well as the dynamic nature of organization design. Additionally, it highlights the components of organization development aimed at improving performance and adaptability.

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momandnasibullah456
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2 views

Engineering Management 1

The document discusses organization planning, design, and development within the context of engineering management. It outlines the importance of structuring organizations to achieve objectives through defined roles, responsibilities, and relationships, as well as the dynamic nature of organization design. Additionally, it highlights the components of organization development aimed at improving performance and adaptability.

Uploaded by

momandnasibullah456
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Benawa Institute of Higher Education

Engineering Faculty
Electricity Department
____________________________________________
Engineering Management
Organization planning, design and development

Lecturer: Munir Ahmad Khubaib

Nov-2024 1
Introduction

• Organizations are formed whenever the pursuit (search) of an


objective calls for the joint efforts of two or more individuals.
• It is the grouping of activities necessary to attain organization
objectives and assignment of each grouping to a manager with
authority necessary to supervise it.
• Organization is the process of identifying and grouping work to be
performed, defining and delegating (assign) responsibility and
authority, and establishing relationships to enable people to work most
effectively together in accomplishing objectives.

Nov-2024 2
Cont. …

• Organization is a system, having an established structure and


conscious (knowing) planning, in which people work and deal with
one another in a coordinated and cooperative manner for the
accomplishment of recognized goals.
• Organizations are developed around the concept that a complex task
can be sub-divided into simpler components by means of division of
labour.

Nov-2024 3
Cont. …

• Management is the process or form of work that involves the guidance


or direction of a group of people towards organizational
goals/objectives.
• The process of planning, organizing, leading and controlling the efforts
of organization members and of using all organizational resources to
achieve stated organizational goals.
• Getting things done by other people.

Nov-2024 4
Organization Planning

• Organization planning defines or reshapes the organization structure


for:
(a) Clarifying objectives, roles (task) and relationships;
(b) Determining the management resources required now and in the
future; and
(c) Providing information on job requirements so that the right people
can be appointed, adequate training can be given, and payments to staff
are commensurate with their relative levels of responsibility and value
to the organization.

Nov-2024 5
Techniques

• Organization planning uses following two main techniques:


1. Organization analysis: This is the process of defining the objectives
and activities of the organization in the light of an examination of its
external environment and internal circumstances.
2. Organization design: The information provided by the organization
analysis is used to define the structure of the organization, the function
of each major activity, and the roles and responsibilities of each
management position in the structure.
The aim of organization design is to enable collective effort to be
explicitly (definitely) organized to achieve specific ends.
Nov-2024 6
Method

• The stages followed in an organization planning exercise are shown in


Fig. 2.1.

Nov-2024 7
Cont. …

Nov-2024 8
Organization Structure

• The organization structure may be defined as the allocation of work


roles and administrative mechanisms that creates a pattern of
interrelated work activities, and allows that organization to conduct,
coordinate, and control its work activities.
• The study of the organization structure must give proper attention to
the complex web of relationships and mutual conditioning between
structure and other elements of the organization.
• The organization structure, the planning system, the management
control system, the information and communication system, and the
evaluation and reward system (Fig. 2.2).
Nov-2024 9
Cont. …

Nov-2024 10
Organization Design

• The organization design is a dynamic process, yet most of the models


and concepts are static.
• Mintzberg conceptually describes an organization as typically having
five basic parts as shown in Fig. 2.3.

Nov-2024 11
Cont. …

• These five basic parts of an organization are briefly examined below:


• Operating Core: This part consists of those who perform the basic
work relating to production or services.
• They secure inputs for production, transform inputs into outputs,
distribute the outputs or provide direct services.
• Since other parts of the organization are meant to protect the operating
core, standardization is generally attempted first at this level.

Nov-2024 12
Cont. …

• Strategic Apex: The strategic apex comprises people having overall


responsibility of the organization, namely, the chief executive and
other top-level managers.
• They have the responsibility to set goals, prepare plans, and develop
strategies to implement plans and accomplish goals.
• They have to manage the relationship with environment.
• They also have to oversee the operations and provide direction and
control.

Nov-2024 13
Cont. …

• Middle Line: It is the linking pin between the strategic apex and the
operating core.
• The chain runs from senior managers down to the first-line
supervisors.
• The chain of authority could be scalar (single line from top to bottom)
or matrix (some subordinates having to report to more than one
superior).
• A middle level manager has to function like a chief executive in
managing his own section/ department/unit.

Nov-2024 14
Cont. …

• Technostructure: Technostructure is made up of analysts whose job is


to control, stabilize and standardize patterns of activity in the
organization.
• In a fully developed organization, the technostructure is at work at all
levels of the hierarchy.
• At the lowest level of manufacturing, analysts standardize the
operating work flow in scheduling production, carrying out time-and-
method studies, and in studying systems of quality control.

Nov-2024 15
Cont. …

• Support Staff: Support staff are engaged in large organizations to


encompass more and more boundary activities, such as running an
industrial canteen or hospital, in order to reduce uncertainty, and
control their own affairs. The support units can also be found at
various levels of hierarchy.

Nov-2024 16
Organization Development

• Organization development (OD) is concerned with planning and


implementation of programs designed to improve the effectiveness
with which an organization functions and responds to change.
Objectives of Organization Development:
• 1. Improved organizational performance as measured by profitability,
market share, innovativeness.
• 2. Better adaptability of the organization to its environment.
• 3. Willingness of members to face organizational problems and find
creative solutions to these problems.
• 4. Improvement in internal behavior patterns.
Nov-2024 17
Thanks!

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