MGMT100 Lecture Notes - Lecture 4: Informal Learning, Job Enrichment
MGMT100 – Managing: People, Systems and Culture
Week 4 Workshop
Organising
Organising:
• The process of arranging people and other resources to work together to accomplish
a goal.
• Involves:
- Creating a division of labour
- Coordinating results to achieve a common purpose
• Given a clear mission, core values, objectives and strategy, organising behind the
process of implementation by clarifying jobs and working relationships
Organisation structure:
• The way in which various parts of an organisation are formally arranged
• Involves:
- The system of tasks
- Workflows
- Reporting relationships and communication channels
• Structure may be handled in a contingency fashion; as environments and situations
change, structures must often change too
Organisational chart:
• Formal Structure
- Division of work:
▪ Positions and titles show work responsibilities
- Supervisory relationships:
▪ Lines show who reports to whom
- Communication channels:
▪ Lines show formal communication flows
- Major subunits:
▪ Positions reporting to a common manager are shown
- Levels of management:
▪ Vertical layers of management are shown
• Informal Structure:
- A shadow orgaisatio ade up of the uofficial workig relatioships
between organisational members
- If it could be drawn it would show who talks and interacts regularly with
whom regardless of formal titles and relationships
- Informal learning is increasingly recognised as an important resource for
organisational development
Bureaucracy:
• Permanency of tenure allows specialisation
• Managers take risks and carry responsibility for failure
• Employees specific place in the structure is determined by merit
• Complementary activities of specialists are coordinated by superiors
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Document Summary
Organising: the process of arranging people and other resources to work together to accomplish a goal. Coordinating results to achieve a common purpose: given a clear mission, core values, objectives and strategy, organising behind the process of implementation by clarifying jobs and working relationships. Organisation structure: the way in which various parts of an organisation are formally arranged. Reporting relationships and communication channels: structure may be handled in a contingency fashion; as environments and situations change, structures must often change too. Division of work: positions and titles show work responsibilities. Supervisory relationships: lines show who reports to whom. Communication channels: lines show formal communication flows. Major subunits: positions reporting to a common manager are shown. Levels of management: vertical layers of management are shown. A (cid:858)shadow(cid:859) orga(cid:374)isatio(cid:374) (cid:373)ade up of the u(cid:374)official worki(cid:374)g relatio(cid:374)ships between organisational members. If it could be drawn it would show who talks and interacts regularly with whom regardless of formal titles and relationships.
