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WEEK 5 P.O.L.C (Organising (Elements of organising (Work specialisation –…
WEEK 5 P.O.L.C
Organising
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when managers develop or change an organisations structure they are engaged in organisational design
Elements of organising
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Departmentalisation - Grouping of jobs by function, location, product, process, customer
Chain of Command - – Authority, responsibility, unity of command
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Centralisation/de-centralisation - Degree to which decision making is controlled by a few vs. delegated to many
Formalisation - The degree to which jobs within an organisation are standardised and the extent to which employee behaviour is guided by rules & procedures
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Planning:
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Elements of Planning:
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• Desired outcomes for individuals, groups or entire organisations
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• Multiple (financial, environmental, social)
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organising
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type of organisation
organic
Cross functional teams
Cross hierarchical teams
Free flow of information
Wide spans of control
Low formalisation
Decentralised
mechanistic
High specialisation
Rigid departmentalisation
High chain of command
Narrow spans of control
High formalisation
Centralised
what is organising
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The process of creating an organisation’s structure - the formal arrangement of jobs within an organisation
When managers develop or change an organisation’s structure they are engaged in organisational design
controlling:
What is controlling?
- controlling is the process of monitoring, comparing and correcting work performance.
Why?
- it is the final link the four functions of management.
- employee empowerment which encourages manager to delegate.
- protects the organisation and its assets. having controls helps to reduce, cope and manage disruptions.
the control process:
measuring:
How?
- a combination of approaches increases both the number of input sources and the probability of getting reliable information.
what?
- more critical to the control process than how we measure
- control criteria - employee satisfaction, turnover and absenteeism rates, budgets.
- objective and subjective measures.
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