Unit 7

• Organisational structure


  Refers to the levels of management and the division of responsibilities within an organization
• Organisational chart


  A way to present an organizational structure
• Organisational structure

  
• Most important features of organisational structure

  • Hierarchy
  • Departments
  • Different levels of management
• Hierarchy


  There are different levels and different degrees of authority
• Departments


  Each has a particular job
• Different levels of management

  There is a chain of command
• Chain of command


  Structure in an organisation that allows which structures should be passed down from senior (lower levels)
• The larger the business


  The larger the chain of command
• Advantages of the organisational chart

  • Shows links and development between departments
  • Shows communication channels
  • All employees can identify with they are accountable to and whom is it's the authority
• Span of control

  Number of workers/subordinates working directly under one manager
• Organisation chart

  
• A: Chain of command taller + chain of control wider B: Wider chain of command + shorter chain of control As a rule: the taller the chain of command, the “narrower” the span of control.
• De-layering


  Tendency to make wider and shorter structures, reducing levels
• The role of a manager

  1. Planning

  2. Organising

  3. Coordinating

  4. Commanding

  5. Controlling
• Planning

  • Setting aims and targets (to give a sense of direction)
  • Have a plan for resources to achieve the aim (for example: if we are acquiring 100 new students in a school we need more infrastructure)
• Organising

  • Organise people and resources effectively
  • They cannot do everything so must delegate and give people resources to accomplish their tasks
• Coordinating

  • Bringing together - people from different departments have to be coordinated and work together (For example The marketing department cannot launch a new product unless operations assure that is possible)
  • People have to follow a project with people from different departments and have meetings
• Commanding


  • Guiding, leading and supervising, not just diving orders
  • Keep track of targets and deadlines
  • Give instructions and guidelines
  • Make sure tasks are carried out
• Controlling


  • Is a never-ending task for managers
  • Measure and evaluate work and results
  • If necessary take corrective actions and find why targets are not being met if so
• Delegation

  Giving subordinates the authority to do certain tasks. They don´t have the final responsibility for it, the manager still has it.
• Autocratic leadership


  • Expect to be in charge of the business by himself
  • Have their orders followed
  • Keep themselves separate from employees
  • Communication is only top-down
  • Workers have little or no opportunity to make comments
• Democratic leadership

  • Employees involved in decision making
  • Information about the future of the company is discussed with everyone
  • Communication is down-top and top-down
• Laissez-faire leadership


  • Broad objectives for employees to know
  • Employees were left to make their own decisions and organising themselves
  • Communication can be difficult as there is no clear direction
  • The leader has a limited role to play
• Styles of leadership depend on how the employees and leaders are dealing with the problems and how they are solving them
• Trade unions


  A group of workers who join together to ensure interests are protected
• What trade unions seek to do

  • Be part of government decisions that influence government elections
  • Appear in the media to let people know about their opinion
  • Improve communications between workers and managers