7 Flashcards
(16 cards)
Why is organising important
-Creates a structure for delegation
-ensures accountability for managers and employees
-Optimise resource use
-establishes clear communication lines
The meaning of organising
-How the business is structured, implemented, and monitored activities, and also resources to produce goods and services
group elements to maximise productivity efficiently
-structuring activities,
-assigning responsibility,
-delegating,
-aligning processes to achieve goals
principle of organising- coordinating
connects management levels and departments to achieve objectives
3 elements of coordination
chain of command, structure showing authority levels and reporting lines
unity in command,
- each employee only reports to one manager
-avoids confusion, ensures clarity
span of control: number of people u supervise
Employee skills depend on the number of people supervised
job design
Managers must design jobs with the right roles and responsibilities
4 elements of job design
job specialisation
job rotation
job enlargement
job enrichment
authority and delegation
Power given to managers to issue instructions and delegate tasks
Authority must be used responsibly
types of authority
-direct authority from manager to employee
-staff middle managers advising other departments
-line and staff collaboration to support line departments
-functional specialised authority to give orders within area
-project authority across departments for projects
organisational structures
functional
divisional
product
costumer
location
matrix
functional
basic structure, functional areas report to ceo
single product focus
build to gain competitive advantage through functional expertise
product
group activity related to the
product
common in large companies
allows greater specialisation
location
Groups activities based on geographical location
common with businesses with hubs in different countries
costumer
group activities target specific market sectors
Each customer-centric division follows the business vision and mission
matrix
2 reporting lines
large companies
employee assigned to functional areas and a project
report to functional manager and project leader
divisional
distinct, unrelated divisions managed by separate entities
management rather focuses on acquiring business than operational activities
