Kinesiology 2298A/B Lecture Notes - Lecture 7: Organizational Chart, Byrsonima Crassifolia, Mcdonaldization
16 Dec 2016
School
Department
Course
Professor
Principles of Organizing
Organizing Defined
“Organizing is a management function that involves:
-Determining what tasks are to be done (identification and classification)
-How the tasks are to be grouped (grouping of activities)
-Who is to do them (assignment to a manager)
-Who reports to whom
-Where decisions are to be made
-Provision for coordination in the organizational structure
-What, How, Who, Who reports to whom, Where, Structure
Organizational Structure — Basic Function
-Produce organizational outputs and achieve organizational goals
-Minimize and regulate individual variations from organizational requirements
-Define which positions will exercise power over other positions, and how
Types of Organizational Charts
Boxes = functions of people; Lines = relationships
-Vertical: most common, easiest to understand, levels sometimes distort or incomplete
•I.e. the director of finance does not report to the vice president, just the president
-Lateral: not very common, similar to vertical, trying to remove some of the power structures
-Circular: shows positional relationships well, plays down ‘above’ and ‘below’ feeling
Vertical Organizational Chart
Lateral Organizational Chart
Circular Organizational Chart
-Executive community works directly with the board or directors and the representative
assembly
-The divisions don’t really associate with the executive committee
-The districts directly work with the representative assembly
Uses of Organizational Charts
-Recruitment (show people where they fit, who they report to)
-Conceptual picture (look at organization as a whole)
-Public Relations (shareholders, public in general)
-Evaluation (show problems, e.g. reporting structure; critique levels and or boxes)
Organizational Structure — What is Enables
-Coordination through systematic allocation of diverse tasks
-Creation of specified means of cooperation among people and units
-Establishment of channels of communication among people and units
-Allocation of decision-making powers to people or positions that are most qualified to make
decisions
Classical Principles of Organization (**EXAM)
1. Specialization
2. Span of control
3. Departmentalization
4. Unity of command
5. Responsibility and authority
Specialization
-Individuals in an organization perform tasks that are narrow in scope (narrow scope —> will
perform the same tasks over and over again)
-Contributes to efficiency
•People know their job, when, why, things need to be done
Document Summary
Determining what tasks are to be done (identi cation and classi cation) How the tasks are to be grouped (grouping of activities) Who is to do them (assignment to a manager) Provision for coordination in the organizational structure. What, how, who, who reports to whom, where, structure. Produce organizational outputs and achieve organizational goals. Minimize and regulate individual variations from organizational requirements. De ne which positions will exercise power over other positions, and how. Boxes = functions of people; lines = relationships. Vertical: most common, easiest to understand, levels sometimes distort or incomplete: i. e. the director of nance does not report to the vice president, just the president. Lateral: not very common, similar to vertical, trying to remove some of the power structures. Circular: shows positional relationships well, plays down above" and below" feeling. Executive community works directly with the board or directors and the representative assembly. The divisions don"t really associate with the executive committee.
