IE 31: MODULE 6

• Poor Management - the most common reason for organizational failure
• Lack of coordination - work unfinished, teams isolated, out-of-step
• Excessive Conflict - needless friction among internal groups
• Unclear roles - functions overlap and/or fall through the cracks
• Gap in skills / Misused resources - missing or underutilized skills or resources
• Poor work flow - disruptions, cumbersome processes
• Reduced Responsiveness - slow reactions to environmental shifts
• Conflicting communications - external stakeholders confused or complaining
• Low staff morale - lack of confidence or drive; poor teaming
• Good System of Management - the key to success and profitability
• Organized Management Structure - the key to a good management system
• Failure to adapt the organization structure, policies, and procedures to the growth in size and complexity of the enterprise leads to stagnation or failure.
• Management Structure - facilitates the coordination and control within a company
• Management Structure - considers environmental factors, technology, culture, and measure of effectiveness
• Environment – both external & internal to the organization

  
  

  Technology – range of technical structure to support daily operations

  
  

  Culture – desired culture; may develop sub-cultures

  
  

  Measure of effectiveness – resources used to implement strategies & report results.
• In any size of organization, there must be delegation of responsibility
• Delegation - entrusting others with responsibility and authority in work, creating accountability for results.
• Advantages of Delegation

  • Relieves manager for more challenging jobs
  • Leads to motivation of subordinates
  • Facilitates efficiency and quick actions
  • Improves employee morale
  • Develops team spirit
  • Maintains cordial relationships
  • Facilitates management development
• Guidelines for Effective Delegation

  • Be clear in the objectives of the task
  • Determine and Monitor what each worker can most effectively accomplish
  • Determine if the person has the appropriate resources
• Lines of Authority: - represents the chain of command. This determines “Who is in-charge of making decisions”
• Lines of Responsibility: - determines “who is responsible for whom” and “who is responsible to whom”. It must be FIXED and CLEAR.
• The degree of control within an organization helps determine the levels of which higher authorities, as well as subordinates, in an organization assume responsibility and authority.
• Effective management also depends on the ability & skills of personnel to perform work.

  There is a limit to the number of employees a manager can effectively attend to.

  This pertains to the capability of employees to assume leadership roles in the firm.
• Coordination - unification, integration, & synchronization of the efforts of group members to provide unity of action in the pursuit of common goals
• Facilitation - the process of designing and running a successful, productive meeting
• Line Organization Structure - simplicity and straight-forwardness of the structure. The division of authority and responsibility can clearly be seen. Also, there is a clear channel of communication
• Line and Staff Organization - the initial line structure was enhanced by providing specialized staff positions like the employment manager and the process engineer which can aid and give counsel to the superintendent and foreman
• Functional (Pure) Organization - all the different clerks are given authority over all three worker types, which means that they can all give responsibilities to them. In this, the dilemma of the multiplicity of bosses and blurred lines of authority and responsibility can cause more harm
• Line and Functional Staff Organization - structure of the organization gives importance on setting limits and boundaries to each role, allowing managerial roles to prioritize executive training and responsibilities, and staff roles to further their specialized knowledge.
• Committees - formed for the performance of special duties in the company. They may either be permanent (standing) or may be organized to serve a temporary function only (ad hoc).
• Basic Principles of a Committee Organization

  1. The organization of the committee should grow out of a need that is recognized by representative of a department and the personnel affected.
  2. The members of a committee should be representative of the function and the personnel concerned and these members should represent variation in opinion among personnel
  3. Duties, authorities, and responsibilities must be clearly defined
  4. The organisation and operation of a committee should be a cooperative development
• Slow action and wasted time are characteristics of the democratic process wherever applied, but such weaknesses are a small price to pay for the values of pooled judgment, eventual understanding, and agreement.
• As for the dissolution of inactive committees, this can be overcome by clarifying their purposes and fixing a definite time for their termination.
• Final Authority