ORGMNT

• Integration is the process in the organization's internal environment that involves the collaboration and coordination of its different work units.
• Division of labor involves assigning different tasks to different people in the organization’s different work units.
• Specialization is the process in which different individuals and units perform different tasks.
• Vertical Organization Structure – clears out issues related to authority rights, responsibilities, and reporting relationships
• Horizontal Organization Chart – refers to a selection of independent, usually single-function organizations that work together to produce a product or service
• types of organizational structures: vertical structure, horizontal structure, network structure
• Authority rights refer to the legitimate rights of individuals, appointed in positions like president, vice president, manager, and the like, to give orders to their subordinates, who in turn, report to them what they have done.
• A horizontal structure refers to the departmentalization of an organization into smaller work units as tasks become increasingly varied and numerous.
• Types of department: line departments, staff departments
• Line Departments – deal directly with the firm’s primary goods and services; responsible for manufacturing, selling, and providing services to clients
• Under staff departments, departmentalization may be done using three approaches: functional approach, divisional approach, matrix approach
• Functional Approach – where the subdivisions are formed based on specialized activities such as marketing, production, financial management, and human resources management.
• Divisional Approach – where departments are formed based on management of their products, customers, or geographic areas covered.
• Matrix Approach – is a hybrid form of departmentalization where managers and staff personnel report to the superiors, the functional manager, and the divisional manager.
• a network structure is a collection of independent, usually single function organizations/companies that work together to produce a product or service.
• Organizational Design – the way a management achieves the right combination of differentiation and integration of the organization’s operations, in response to the level of uncertainty in its external environment
• two main classifications of theories regarding organizational design according to Robbins and Coulter (2009): traditional and modern
• Traditional Theories – theories that are the usual, old fashioned ways
• Modern Theories – are contemporary or new design theories
• Simple Organizational Design has few departments, wide spans of control, or a big number of subordinates directly reporting to a manager; has a centralized authority figure and has very little formalization of work; usually used by companies that start out as entrepreneurial ventures.
• Functional Organizational Design groups together similar or related specialties. Generally, functional departmentalization is utilized and put into practice in an entire organization. For example: A marketing firm that markets cars and related products like tires, car batteries, and accessories
• Divisional Organizational Design is made up of separate business divisions or units, where the parent corporation acts as overseer to coordinate and control the different divisions and provide financial and legal support services.
• Traditional Organizational Design Theories: Simple, Functional, Divisional Organizational Design
• Staff Departments – support the activities of the line departments by doing research, attending to legal matters, performing public relations duties, etc.
• Modern organizational design theories include: Team Design, Matrix-Project Design, Boundaryless Design
• In team design, the entire organization is made up of work groups or teams. Its advantages include empowerment of team members and reduced barriers among functional areas. It also has disadvantages, including a clear chain of command and great pressure on teams to perform.
• The matrix-project design provides flexibility and encourages cross-training but may lead to confusion over who is responsible for what tasks.
• Matrix design refers to an organization design where specialists from different departments work on projects that are supervised by a project manager. This design results in a double chain of command wherein workers have two managers—their functional area manager and their project manager—who share authority over them. Advantage: specialists are involved in the project. Disadvantage: task and personality conflicts.
• Project design refers to an organizational design where employees continuously work on a project. Advantages: flexible designs and fast decision-making. Disadvantages: complexity of assigning people to projects and tasks and personality conflicts.
• Boundaryless Organizational Design is where the design is not defined or limited by vertical, horizontal, and external boundaries. In other words, there are no hierarchical levels that separate employees, no departmentalization, and no boundaries that separate the organization from customers, suppliers, and other stakeholders. Virtual organization designs are often used in this design;
• Delegation – refers to assigning in a new or additional task to a subordinate; or getting the work done through others by giving them the right to make decisions or act
• Authority – the right to act legally or officially
• Responsibility – the state of being answerable legally and morally for the discharge of duty
• Accountability – is to be liable to be called to explain
• Elements of delegation include: authority, responsibility, accountability
• Staffing, according to Dyck and Neubert (2012), is the Human Resource function of identifying, attracting, hiring, and retaining people with the necessary qualifications to fill the responsibilities of current and future jobs in the organization
• Awareness of the management potential within an organization can be accomplished with the use of an inventory chart, also called management succession/replacement chart.
• Staffing has two main components: recruitment and selection.
• External and Internal Forces Affecting Present and Future Needs for Human Resources:

  External forces include economic, technological, social, political, and legal factors.
• Recruitment – a set of activities designed to attract qualified applicants for job position vacancies in an organization.