0135038375_pp04a Ch 4

Report
Chapter 4
ORGANIZING
Chapter outcomes
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Define organizing.
Describe why work specialization should increase economic
efficiency.
Explain how the span of control affects an organization’s
structure.
Contrast line and staff authority.
Explain why organizations are becoming increasingly
decentralized.
Describe how flatter organizational structures can be beneficial
to the organization.
Explain the concept of a learning organization and how it
influences organizational designs and supervisors.
Discuss the value of job descriptions.
Identify the four-step process of delegation.
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Organizing
Arranging and grouping jobs,
allocating resources, and assigning
work so that activities can be
accomplished as planned
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© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
Organizing concepts
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Work specialization
Span of control
Chain of command
Unity of command
Authority – Line, Staff, Functional
Responsibility
Centralization
Decentralization
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Robbins, DeCenzo, Wolter
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© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
EXHIBIT 4–1
Contrasting spans of control.
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© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
Departmentalization
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Functional
Product
Geographical
Customer
Process
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© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
EXHIBIT 4–3
Functional departmentalization.
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© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
EXHIBIT 4–4
Product departmentalization.
Supervision Today! 6th Edition
Robbins, DeCenzo, Wolter
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© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
EXHIBIT 4–5
Customer departmentalization.
Supervision Today! 6th Edition
Robbins, DeCenzo, Wolter
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© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
EXHIBIT 4–6
Geographic departmentalization.
Supervision Today! 6th Edition
Robbins, DeCenzo, Wolter
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© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
EXHIBIT 4–7
Process departmentalization.
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© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
Organizational structure
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Simple structure
Functional structure
Divisional structure
Matrix structure
Team-based structure
Boundaryless organization
Learning organization
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© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
EXHIBIT 4–8
A matrix structure in an aerospace firm.
Supervision Today! 6th Edition
Robbins, DeCenzo, Wolter
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© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
Job description
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A written statement of job duties, working
conditions, and operating responsibilities
Provides a formal description
Acts as a standard by which to measure
performance
Clarifies the duties and responsibilities of
the employee
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© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
EXHIBIT 4–10
A job description for a production editor in a publishing company.
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© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
Delegation process
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Allocation of duties
Delegation of authority
Assignment of responsibility
Creation of accountability
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© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.

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