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Organising (organisation structure (divisional approach (division by…
Organising
organisation structure
divisional approach
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advantages: good co-ordination across functions, good customer focus, exposure to general management.
disadvantages: duplication of tasks, difficulty in exerting control, competition of resources
matrix approach
Disadvantages: Confusion from the dual chain of command and a power dominance from one end of the matrix
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functional approach
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advantage: in dept skill development, enhance career opportunity, enhance co-ordination with functional departments.
disadvantages: poor communication between departments, decisions are mostly made by the upper levels,
limited exposeure to general management
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Chain of Command
Scalar Principle
Clear definition of the line of authority in an organisation - detailing every member from the topmost authority to subordinates. With a clearly defined line of authority, actions will be more effective when decision-making or commuicating.
Unity of Command
A chain of command where employees are responsible to only one supervisor who in turn is also responsible to one supervisor, following this organisational structure all the way up on the hierachy.
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Line and Staff Authority
Line Authority
Authority given to managers who are directly responsible for achieving organisational goals. (e.g: Retail Supervisor directing a Retail Assistant)
Staff Authority
Authority given to employees providing services or advice to other employees in different departments. (e.g: HR Manager providing advice to the Production Manager on how to discipline workers who are late)
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definition: grouping tasks into different departments , allocating tasks, delegating authority and allocating resources.
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Leading and influencing
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Formal Leader
Exercises formal authority which was given to them due to the position they hold in their organisation
Informal Leader
Exerts informal influence that is not prescribed in any form of authority or position. Influence comes from special qualities possessed by the leader itself.
- Effective leaders understand groups characteristics and their processes
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- To influence group performance, leaders need to mind the factors that affect group output
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i) Narrow span of Control
- Managers oversee few subordinates.
- Effective for complex or coordination is required.
ii) Wide span of Control
- Managers oversee many subordinates.
-Effective for simple tasks or when employees are skilled enough without supervision.
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i) Centralisation is when authority is retained by managers instead of being handed to subordinated.
ii) Decentralisation is when authority is given to subordinates
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i) Job Simplification jobs that are designed to be simple, repetitive and standardised to ensure efficiency. But may not motivate workers.
ii) Job Rotation Rotating employees from one job to another to provide variety and stimulation.
iii) Job Enlargement Combining small tasks into one new, broader job so that employees perform variety of activities.
iv)Job Enrichment This involves building in high-level motivators into the job. E.g more responisbilities.
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E.g. Followers, tasks etc.
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- Must understand the different priorities of employees in order to motivate appropriately
- Good leaders celebrate and recognise performance-based accomplisments
- Willing to exert high effort to achieve organisational goals
- To ensure high performance, leaders must drive themselves
- Group conflicts are bound to happen, Effective leaders strive for constructive feedback to obtain optimal performance and creativity
