ORGANISING ORGANISING n n TO DESIGN AND MAINTAIN

ORGANISING.

ORGANISING. . n n TO DESIGN AND MAINTAIN A SYSTEM OF ROLES IS THE MANAGERIAL FUNCTION OF ORGANISING TO BE MEANINGFUL, IT MUST INCLUDE VERIFIABLE OBJECTIVES, A CLEAR CONCEPT OF MAJOR DUTIES AND/OR ACTIVITIES AND CLARITY OF AUTHORITY

ORGANISING. . n n n IS A GROUPING OF ACTIVITIES NECESSARY TO ATTAIN OBJECTIVES ASSIGNING OF EACH GROUPING TO A MANAGER WITH THE AUTHORITY NECESSARY TO SUPERVISE IT PROVISION FOR CO-ORDINATION HORIZONTALLY AND VERTICALLY WITHIN THE ORGANISATION

ORGANISING. . n ORGANISATION STRUCTURE SHOULD BE DESIGNED TO CLARIFY THE ENVIRONMENT SO THAT EVERYONE KNOWS WHO IS TO DO WHAT, WHO IS RESPONSIBLE FOR WHAT RESULTS , TO REMOVE OBSTACLES TO PERFORMANCE CAUSED BY CONFUSION AND UNCERTAINITY OF ASSIGNMENT AND TO FURNISH DECISION MAKING COMMUNICATIONS NETWORK REFLECTING AND SUPPORTING ENTERPRISE OBJECTIVES

FORMAL ORGANISATION n BARNARD DEFINED FORMAL ORGANISATIONS AS A SET OF INTERACTIONS OF TWO OR MORE PEOPLE WHO WERE CONCIOUSLY AND CO-ORDINATEDLY MOVING TOWARDS A GIVEN OBJECTIVE

FORMAL ORG. . n n FORMAL ORGANISATIONS ARE FORMED WHEN: 1 PERSONS ARE ABLE TO COMMUNICATE 2. ARE WILLING TO ACT 3. SHARE A PURPOSE

PRINCIPLE OF UNITY OF OBJECTIVE n AN ORGANISATION STRUCTURE IS EFFECTIVE IF IT FACILITATES THE CONTRIBUTION OF INDIVIDUALS IN THE ATTAINMENT OF ENTERPRISE OBJECTIVES

PRINCIPLE OF EFFICIENCY n AN ORGANISATION STRUCTURE IS EFFICIENT IF IT FACILITATES ACCOMPLISHMENT OF OBJECTIVES WITH THE MINIMUM UNSOUGHT CONSEQUENCES OR COSTS.

INFORMAL ORGANISATION n BARNARD DEFINED INFORMAL ORGANISATION AS ANY JOINT PERSONAL ACTIVITY WITHOUT CONSCIOUS JOINT PURPOSE , EVEN THOUGH POSSIBLY CONTRIBUTING TO JOINT RESULTS.

INFORMAL ORG… n n TYPES: A) KINSHIP-FRIENDSHIP GROUPS B) CLIQUES C) SUB-CLIQUES PURPOSE OF INFORMAL ORGANISATION

ORGANISING AS A PROCESS n WHY IS ORGANISING A PROCESS? n BASIC ORGANISING QUESTIONS

SPAN OF MANAGEMENT n n n WHAT ARE ORGANISATION LEVELS? WHAT IS SPAN OF MGMT? SPAN SIMPLY MEANS THE NUMBER OF PEOPLE A MANAGER CAN SUPERVISE

SPAN OF MGMT… n n HOW WIDE SHOULD A SPAN BE? WHAT ARE THE PROBLEMS WITH LEVELS?

FACTORS DETERMINING AN EFFECTIVE SPAN. . n n n n SUBORDINATE TRAINING CLARITY OF DELEGATION OF AUTHORITY CLARITY OF PLANS RATE OF CHANGE USE OF OBJECTIVE STANDARDS COMMUNICATION TECHNIQUES AMOUNT OF PERSONAL CONTACT

WIDE Vs NARROW SPAN n NARROW

NARROW SPAN. . n 1. 2. 3. ADVANTAGES: CLOSE SUPERVISION CLOSE CONTROL FASTER COMMUNICATION BETWEEN SUBORDINATES AND SUPERIORS

NARROW SPAN. . n 1. 2. 3. 4. DISADVANTAGES: SUPERIORS TEND TO GET TOO INVOLVED IN SUBORDINATES WORK MANY LEVELS OF MANAGEMENT HIGH COSTS DUE TO MANY LEVELS EXCESSIVE DISTANCE BETWEEN LOWEST AND TOP LEVEL

WIDE SPAN. .

WIDE SPAN ADVANTAGES: 1. SUPERIORS ARE FORCED TO DELEGATE 2. CLEAR POLICIES MUST BE MADE 3. SUBORDINATES MUST BE CLEARLY SELECTED n

WIDE SPAN. n 1. 2. 3. DISADVANTAGES: TENDENCY TO OVERLOAD SUPERIORS TO BECOME DECISION BOTTLENECKS DANGER OF SUPERIOR’S LOSS OF CONTROL REQUIRES EXCEPTIONAL QUALITY OF MANAGERS

WHICH IS BETTER? n n 1. 2. 3. 4. 5. 6. THE SEARS ROEBUCK STUDY THE UNDERLYING VARIABLES APPROACH SIMILARITY OF FUNCTION GEOGRAPHICAL CONTIGUITY COMPLEXITY OF FUNCTIONS DIRECTION AND CONTROL CO-ORDINATION PLANNING

PRINCIPLE OF SPAN OF MANAGEMENT n THERE IS A LIMIT IN EACH MANAGERIAL POSITION TO THE NUMBER OF PERSONS AN INDIVIDUAL CAN EFFECTIVELY MANAGE, BUT THE EXACT NUMBER IN EACH CASE WILL VARY IN ACCORDANCE WITH THE EFFECT OF UNDERLYING VARIABLES AND THEIR IMPACT ON THE TIME REQUIREMENTS OF EFFECTIVE MANAGING.

THE END.