Presentation Slide Management (Up2 Date)
Transcript of Presentation Slide Management (Up2 Date)
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1. DIVISION OF LABOUR2. UNITY OF COMMAND
3. AUTHORITY AND RESPONSIBILITY
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DEPARTMENTALISATION
o Vertical functional approach
o Divisional approach
o
Horizontal matrix approacho Team-based approach
o Network approach
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VERTICAL FUNCTIONAL
o People are grouped together in departments
by common skills and work activities, such as
in an engineering department and an
accounting department.
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VERTICAL FUNCTIONAL
AccountingManufacturingHuman Resource
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DIVISIONAL
o Departments are grouped together into
seperate, self-contained divisions based on a
common product, program or geographical
region.
o Diverse skills rather than similar skills are the
basic of departmentalisation.
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DIVISIONAL
Human
Resource
Product Division 1 Product Division 2
AccountingManufacturingHuman
ResourceAccountingManufacturing
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HORIZONTAL MATRIX
o Functional and divisional chain of command
are implemented simultaneously and overlay
one another in the same departments.
o Two chains of command exist, and some
employees report to two bosses.
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HORIZONTAL MATRIX
HumanResource
AccountingManufacturing
Product Division 1
Product Division 2
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TEAM-BASED
o The organisation creates a series of teams to
accomplish specific tasks and to coordinate
major departments.
o Teams can exist from the CEO all the way to
the shop floor.
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TEAM-BASED
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NETWORK
o The organisation becomes a small, central hub
electronically connected to other
organisations that perform vital functions.
o Departments are independent, contracting
services to the central hub for a profit.
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NETWORK
Central Hub
MarketerHuman Resource
Agency
Designer Manufacturer
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DIVISION OF LABOUR
An entire job being done by one individual, it
is broken down into a number of steps, each
step being completed by a separate individual.
Products or services
Geographical area or region
Customers
Processes
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DIVISIONAL PRODUCT STRUCTURES
Sometimes called ,market structures.
Working on a single product or service.
General Manager
Grocery products Drugs and toiletries
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DIVISIONAL GEOGRAPHICAL
STRUCTURES
Sometimes called area structures.
Jobs and activities being performed in the
same location or geographical region.
President
Asian division European division
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DIVISIONAL CUSTOMER STRUCTURES
Sometimes called market structures.
Jobs and activities that are serving the same
customers or client.
Agency administrator
Problem youth Senior citizens
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DIVISIONAL PROCESS STRUCTURES
A group of task related to one another that
collectively create something of value to a
customer.
Catalog Sales Manager
Product purchasing Order fulfillment
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DIVISION OF LABOUR
ADVANTAGES DISADVANTAGES
Efficient use of resources, economies of
scale
Poor communication across functional
departments
In-depth skill specialisation Slow response to external changes,lagging innovation
Careers progress within functional
departments
Decisions concentrated at top of
hierarchy, creating delay
Top manager direction and control Responsibilities for problems is difficult to
pinpoint
Excellent coordination within functions Limited view of organisational goals by
employees
High-quality technical problem solving Limited general management training for
employees
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UNITY OF COMMAND
No subordinate should report to more than
one boss.
Two bosses are not better than one.
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Responsibility and Authority
Responsibility is an obligation to perform
assigned activities.
Authority is the rights inherent in a
managerial position to give orders and
expect them to be obey..
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Accountability means that the people with
authority and responsibility are subject to
reporting and justifying task outcomes to
those above them in the chain of command
Normally a manager is responsible for his/her
orders and what he /she authorizes
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Types of authority
Line authority - The authority that entitles a
manager to direct the work of an employee.
Staff authority - Position that have some
authority BUT that are created to support,
assist, and advise the holders of line authority.
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Assistant to the
Executive director
Executive Director
Unit 1 Manager
Director of
operation
Director ofHuman
Resources
Unit 2 Manager
Director of
purchasing
Director of
purchasing
The solid line is line authority
The dotted red line is staff authority
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Delegation
Delegation is the process managers use to transferauthority and responsibility to position below them inhierarchy.
Delegation is the downward transfer of formal
authority from one person to another
There are 4 delegation process:-
-Assignments of task
-Delegation of authority-Acceptance of responsibility
-Creation of accountability
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-Assignment of task
The manager identifies specific tasks or duties
to assign the subordinate.
-Delegation of authority
For the subordinate to complete the duties or
tasks, the manager should delegate to the
subordinate the necessary authority.
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-Acceptance of responsibility
Responsibility is the obligation to carry outones assigned duties to the best of ones
ability.
-Creation of accountability
Accountability is having to answer to someonefor your action. Which means accepting the
consequences . Either credit or blamed ofthese actions
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Power
Poweris an individuals capacity to influence
decisions.
Authority is part of larger concept ofpower.
Which means that the higher Rights, the
higher the influence.
There are 5 element of Power
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1. Coercive power (-ve)
On which it dependent on fear
one reacts to this power out of fear of the negativeresults that might occur if one failed to comply.
Leads to short-term of compliance, dysfunctionalbehavior produced in long-tern.
Reduce employees satisfaction to the job.
2. Reward power (+ve) The reward can be monetary compensation
When use in flexible manner, it strengthen employeessatisfaction.
On the other hands, employees may tend tounethically or even illegally action to get rewards whencompany too rigidly on reward
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3. Legitimate power
same as authority
represents the power received as a results ofhis/her position in an organization.
Beliefs among employees that their manager
has the right to give orders to them
4. Expert power
Belief on employees that has high skilledspecialist on specific area. Manager mayaccord authority to these specialist.
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5. Referent power
identification with a person who has a
desirable resources or personal traits.
Many connections
Respect for their managers identity withemulate him/her