MNGT1001 Lecture Notes - Lecture 7: Strategic Management, Political Boss, Total Quality Management
2 Jul 2018
School
Department
Course
Professor
Organising- Ch10.
LO1: What is organising as a management function?
Organising is the process of arranging people and resources to work together to accomplish a goal,
by creating a division of labour for task performance and coordinating results to achieve a common
purpose.
Once plans are created, managers must see that they are carried out. Given a clear mission, core
values, objectives and strategy, organising begins the process of implementation by clarifying jobs
and working relationships, identifying who does what, who is in charge, and how people and parts of
the organisation work together.
LO2: What are the major organisation structures?
An organisation structure refers to the way in which various parts of an organisation are formally
arranged, including the systems of tasks, workflows, reporting relationships and communicating
channels that ultimately link the work of diverse individuals and groups. Any structure should both
allocate task assignments, through division of labour, and also provide for the coordination of
performance results. A structure that does both can be an important asset for the organisation.
Structure must be handled in contingency fashion; as environment changes, structure must change.
An organisation chart, which is a diagram that shows relationships and arrangement of work
positions within an organisation, can be used to represent the way the organisation is intended to
function. This is a formal structure, and identifies various positions and job titles, as well as lines of
authority and communication between them.
What can be learnt from an organisation chart:
Division of work: titles and positions show work responsibilities.
Supervisory relationships: lines show who reports to who.
Communication channels: formal communication flows.
Major subunits: positions reporting to a common manager are shown.
Levels of management: vertical layers of management are shown.
An informal structure is a shadow organisation, made up of unofficial, but often critical working
relationships between organisational members. If the informal structure could be drawn, it would
show who talks to who, regardless of their formal titles and relationships. Informal learning is
increasingly recognised as an important resource for organisational development.
Departmentalisation is the grouping of work positions into formal teams and departments, and
linking them in a coordinated fashion within the larger organisation. It has traditionally resulted in
three major types of organisation structures: functional, divisional, and matrix.
Functional:
People with similar skills performing similar tasks are formally grouped together into work units.
Members of functional departments share technical expertise, interests and responsibilities. Major
advantages include economies of scale, high quality technical problem solving and in depth training
and skills within function. Potential disadvantages include difficulties in pinpointing responsibilities
for things like cost containment, product or service quality, timeliness and innovation in response to
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Document Summary
Organising is the process of arranging people and resources to work together to accomplish a goal, by creating a division of labour for task performance and coordinating results to achieve a common purpose. Once plans are created, managers must see that they are carried out. Given a clear mission, core values, objectives and strategy, organising begins the process of implementation by clarifying jobs and working relationships, identifying who does what, who is in charge, and how people and parts of the organisation work together. An organisation structure refers to the way in which various parts of an organisation are formally arranged, including the systems of tasks, workflows, reporting relationships and communicating channels that ultimately link the work of diverse individuals and groups. Any structure should both allocate task assignments, through division of labour, and also provide for the coordination of performance results. A structure that does both can be an important asset for the organisation.
