What is the process of dividing work into separate jobs and assigning tasks to workers?

Nội dung chính

• Is the process by which managers decide how do you divide tasks into specific jobs?
• What term is used to describe the process of dividing work into separate jobs?
• When managers increase the number of tasks in a given job by changing the division of labor This is referred to as job?
• Is the process of dividing the work and assigning tasks to workers quizlet?

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Is the process by which managers decide how do you divide tasks into specific jobs?

Job Design The process by which managers decide how to divide tasks into specific jobs. The appropriate division of labor results in an effective and efficient workforce.

What term is used to describe the process of dividing work into separate jobs?

Departmentalization. Once jobs are divided up through work specialization, those jobs need to be combined together to coordinate common tasks. Departmentalization is the basis by which jobs are grouped together.

When managers increase the number of tasks in a given job by changing the division of labor This is referred to as job?

job enlargement. Increasing the number of different tasks in a given job by changing the division of labor. job enrichment.

Is the process of dividing the work and assigning tasks to workers quizlet?

Division of labor is the process of dividing the work and assigning tasks to workers.

3.0    ORGANIZING (8 hours)

• Interpret Organizing in Organization
  

Organizing
•An efficient

in order to achieve the planned goals and objectives
•Coordination of human resources and organizational resourceswhereby jobs, physical resources, or financial resources are    
  allocated within the organization
•Emphasizes the

that are in line with organizational goals and directions

Organizing Structure

• The way each activity, formal jobs & resources allocated & the way departments are coordinated
  
• Show the position of a department in organization & the relationship
  
• Types of jobs performed usually depicted in a graphical illustration- organization chart
  

Organizing Design

• When managers develop or change the organization structure
  
• The process involved making decision about how specialized job should be, the rules to guide employee’s behavior and at what level decisions are to be made
  
• Typically done by top-line managers 
  

Key Elements in Organizational Structure

1. Work Specialization
- A process of dividing work activities into separate job tasks
- Individual employees focus on one activities that they specialize on rather than the entire activities
- Also known as division of labour
-

1. Allows organization to use diversity of worker’s skills efficiently
2.To ensure the resources provided are use efficiently
3.Higher productivity

2. Departmentalization
- Refers to how jobs are grouped together

Figure 1: Types of Departmentalization

Functional Departmentalization
•Activities/tasks are grouped according to organizational functions such as finance, marketing & production
•

1.Achievement of economies of scale

Product Departmentalization
•Grouping of activities or tasks based on the products produced by the organization
•Usually practiced by organizations producing multiple products
•

1.Increase accountability for product performance

Figure 2: Example of Product Departmentalization

Customer Departmentalization
•Based on customer groups who purchase the organization’s product
•Each division will be managed by a manager responsible to the services general manager

Figure 3: Example of Customer Departmentalization

Geographic Departmentalization
•Grouping activities on the basis of geography or territory
•Eg: - North, South, East and West

Figure 3: Example of Geographic Departmentalization

Process Departmentalization
•Grouping activities on the basis of work or customer flow
•Eg: - post-office, clinics, JPJ, Immigration Office

Figure 3: Example of Process Departmentalization

3. Authority & Responsibilities
Authority
•The manager’s right to make decision or to take actions in order to complete their given duties
•Will enable managers to give orders to their employees and delegates some of their power to the subordinates

Responsibilities
•The obligation of individuals to perform their duties thoroughly
•Given to employee who is trustworthy, negotiable & always follows the rules

Types of Authority
i. Staff Authority
•Positions with some authority that have been created to support, assist and advice those holding line authority
ii. Line Authority
•Entitles a manager to direct the work of an employee
•Line managers – managers whose organizational function contributes directly to the achievement of organizational objectives
iii. Unity of Command
•Structure in which employee reports to only one manager

Power

• The ability to influence or change an individual’s or a group’s attitude or behavior
• According to Mintzberg (1983)
• Power is the potential ability to influence the behavior of others
• There are five types of power:

  i. Coercive Power
             •Ability to punish and fine an individual because they do not fulfill the requirements, wants and instruction
         ii. Reward Power
             •Ability to give an acknowledgement or rewards to an individuals who has performed the duties entrusted to them  
               thoroughly
        iii. Legitimate Power
             •The right to give commands and orders as allowed by law
             •Cannot be questioned
        iv. Expert Power
             •Possess wide knowledge and specific skills in a certain area.
             •Usually other people does not have the skilled.
        v. Referent Power
            •Obtained from character, behavior, or standpoint that attracts the attention of others
            •Usually made a role model or is copied by others
            •Individuals who possess referent power are parent, teachers, celebrities and public figures.

4. Span of Control
•The number of employees a manager can efficiently and effectively supervise
•Small numbers of employees to supervise might be an easy task for managers

5. Centralization & Decentralization
Centralization

• No distribution of power to subordinates
• Managers have the full authority
• Employees only follow the given orders
• All decisions will be made by the top-level management

Decentralization

• The distribution of power from the management to the employees
• Subordinates have the authority to make the decisions
• Staff have the authority to identify problem/ issues & suggest suitable solutions

u

Formalization
•How standardized an organization’s jobs are and the extent to which employee behaviour is guided by rules and procedures

Highly Formalized
•Explicit job descriptions
•Numerous defined procedures covering work process
•Employees have little discretion over what, when & how its done

Lower Formalized
•Employees have more discretion in how they do their work

Traditional Organizational Design

1. Simple Structures
•An organization design with LOW departmentalization, WIDE span of control, AUTHORITY CENTRALIZED in a single person 
 and LITTLE formalization
•Widely used in smaller business

2. Bureaucratic Structures
•An organization design with HIGH departmentalization, NARROW span of control, AUTHORITY DECENTRALIZED in a single person and HIGH formalization

3. Matrix Structures
- Can be divided into two types:

Functional Structure
•An organizational design that groups similar or related occupational specialties together
•Operations, finance, human resource department

Divisional Structure
•An organizational structure made up of separate business units or divisions
•Each divisions have limited AUTONOMY
•Parent corporation will act as an external overseer

Contemporary Organizational Design

1. Team Structure
•The entire organization is made up of work groups or self-managed teams of empowered employees.
•A team structure is a design in which an organization is made up of teams, and each team works towards a common goal.
•In a team structured organization there is no hierarchy or chain of command. Therefore, teams can work the way they want to,  
  and figure out the most effective and efficient way to perform their tasks.
•Teams are given the power to be as innovative as they want.
•Some teams may have a group leader who is in charge of the group.

–Employees are more involved and empowered.
–Reduced barriers among functional areas

–No clear chain of command
–Pressure on teams to perform

2. Matrix-Project Structure
•A structure in which specialist from different functional departments are assigned to work on projects led by a project manager
•It will create DUAL CHAIN OF COMMAND – where employees will have to report to two managers:
•Product @ Project Manager
- Has authority over the functional members who are part of his/her project team
•Functional Manager
- Has authority to decides about employee’s promotion, salary recommendation, annual review
•In a matrix structure those resources include the different functions of the company such as operations, accounting, sales, marketing, engineering, and human resources.
•Basically the project manager has to gather specialists from each function in order to work on a project, and complete it successfully.
•A structure that assigns specialists from different functional areas to work on projects but who return to their areas when the project is completed.
•Project is a structure in which employees continuously work on projects.
•As one project is completed, employees move on to the next project

–Fluid and flexible design that can respond to environmental changes.  Faster decision making.

–Complexity of assigning people to projects
–Task and personality conflicts

3. Boundaryless  Structure
•A structure that is dot defined by or limited to artificial horizontal, vertical or external boundaries, includes virtual and network
  types of organizations

Advantages:
–Highly flexible and responsive
–Draw on talent wherever it’s found

Disadvantages:
–Lack of control
–Communication difficulties

4. Learning  Structure
•A learning organization is defined as an organization that has developed the capacity to continuously learn, adapt, and change.
•In order to have a learning organization a company must have very knowledgeable employees who are able to share their knowledge with others and be able to apply it in a work environment.
•The learning organization must also have a strong organizational culture where all employees have a common goal and are willing to work together through sharing knowledge and information.
A learning organization must have a team design and great leadership.

What term is used to describe the process of dividing work into separate jobs?

Is the process of dividing the work and assigning tasks to workers quizlet?

What is the degree to which tasks are subdivided into separate jobs?

What are the 4 types of organizational structures?