Transcript Org - SIUE
ORGANIZING A FRAMEWORK, A PLAN TO ACHIEVE GOALS STRATEGY GOALS ACTIVITIES GROUP THE ACTIVITIES COORDINATE THE ACTIVITIES ASSIGN TASKS SELECT, PLACE, TRAIN, EDUCATE, AUTHORITY, RESPONSIBILITY(EMPOWER) FORMS OF STRUCTURE FUNCTIONAL DIVISIONAL PRODUCT MARKET CHANNEL GEOGRAPHICAL CUSTOMER/CLIENT MATRIX NETWORK FUNCTIONAL GROUP SIMILAR TASKS, JOBS + SPECIALIZATION, EXPERTISE + EFFICIENCY + ECONOMY OF SCALE ? ACCOUNTABILITY OVERALL ? ACROSS FUNCTIONS - “CHIMNEYS” Coordination, Communication ? “Narrow” Jobs PRODUCT + + ? ? FOCUS ON PRODUCT/SERVICE ACCOUNTABILITY - PRODUCT DUPLICATION OF FUNCTIONS ACROSS DIVISIONS “CORPORATE” FOCUS? COORDINATION COMMUNICATION MARKET CHANNEL + + ? ? FOCUS ON MARKET CHANNEL ACCOUNTABILITY - CHANNEL DUPLICATION OF FUNCTIONS ACROSS DIVISIONS “CORPORATE” FOCUS? COORDINATION COMMUNICATION GEOGRAPHICAL + + ? ? FOCUS ON TERITORY ACCOUNTABILITY - TERRITORY DUPLICATION OF FUNCTIONS ACROSS DIVISIONS “CORPORATE” FOCUS? COORDINATION COMMUNICATION CUSTOMER, CLIENT + + ? ? FOCUS ON CUSTOMER ACCOUNTABILITY - CUSTOMER DUPLICATION OF FUNCTIONS CROSS DIVISIONS “CORPORATE” FOCUS? COORDINATION COMMUNICATION MATRIX (SPECIAL BLEND OF RESOURCES) + + + ? ? FOCUS PRODUCT, PROJECT… FLEXIBLE, BUILT TO FIT ”PROFIT” CENTER ACCOUNTIBILITY JOB INSECURITY TYPES OF MATRIX TYPE OF STRUCTURE TYPE OF AUTHORITY DURATION TASK FORCE STRONG FORMAL SHORT PROJECT MANAGER MEDIUM FORMAL “MEDIUM” PRODUCT MANAGER CROSS FUNCTIONAL TEAM “PERSUASIVE” “PERMANENT” VARIES VARIES NETWORK (HUB PLUS “SUB-CONTRACTORS”) + FOCUS + COORDINATE + FLEXIBLE + OUTSOURCE ? CONTROL ? OUTSOURCE LINE - STAFF LINE: DIRECTLY INVOLVED STAFF: INDIRECTLY… TO DETERMINE PROPER FOCUS, MISSION AUTHORITY RIGHT TO… MAKE DECISIONS, ISSUE ORDERS, REQUESTS, ETC. POWER ABILITY TO INFLUENCE = REAL AUTHORITY BASES OF POWER (FRENCH & RAVEN) LEGITIMATE COERCIVE REWARD EXPERT REFERENT BASES OF POWER (WEBER) LEGITIMATE TRADITIONAL CHARISMATIC BASES OF POWER ANOTHER VIEW CONTROL RESOURCE ACCESS AWARE OF IT WANT TO HAVE POWER KNOW HOW TO USE IT AUTHORITY = RESPONSIBILITY DELEGATING AUTHORITY 1. DECIDE GOALS/TASKS TO ASSIGN “TEACH MISSION,” EDUCATE CAPABLE PERSON IN POSITION TRAIN DELEGATING AUTHORITY 2. MAKE ASSIGNMENTS AGREE ON MISSION, GOALS, TASKS ESTABLISH LIMITS (POLICY) AGREE ON RESULTS, MEASUREMENT ESTABLISH MONITORS, FEEDBACK GIVE INFORMATION DELEGATING AUTHORITY 3. GRANT AUTHORITY TO ACT TRANSFER RIGHT TO DECIDE TRANSFER RIGHT TO COMMIT RESOURCES BACK UP IN WRITING COORDINATE WITH OTHER PEOPLE/POSITIONS DELEGATING AUTHORITY 4. HOLD RESPONSIBLE/ACCOUNTABLE CHECK PROGRESS DO NOT “INTERFERE” DELEGATING AUTHORITY 5. “MONITOR” REWARD REMOVE ROADBLOCKS TEACH COMMUNICATE GIVE INFORMATION GIVE RESOURCES HOLD ACCOUNTABLE Who’s responsible? Or Everybody is somebody This is a story about four people named Everybody, Somebody, Anybody, and Nobody. There was an important job to be done and Everybody was asked to do it. Everybody was sure Somebody would do it. Anybody could have done it, but Nobody did it. Somebody got angry about that, because it was Everybody’s job. Everybody thought Anybody could do it, but Nobody realized that Everybody wouldn’t do it. It ended up that Everybody blamed Somebody when Nobody did what Anybody could have done. Anonymous PROBLEMS WITH DELEGATION RELUCTANCE TO DELEGATE NOT DONE WELL NO CLEAR SYSTEM, CONTROL POWER CONSIDERATIONS MOVE UP THROUGH POSITION DO NOT “LEAVE OLD JOB” PROBLEMS WITH DELEGATION CONT’D RELUCTANCE TO DELEGATE TIGHTLY HELD /FAMILY OR ORGANIZATION DON’T TRUST SUBORDINATE NOT TRAINED WON’T MAKE “RIGHT DECISION” MATRIX STRUCTURES PROBLEMS WITH DELEGATION RELUCTANCE TO ACCEPT LIMITS ON AUTHORITY BEYOND SUBORDINATE’S WILLINGNESS, CAPACITY DIFFERING ROLES WORK RULES LIMITS ON AUTHORITY NORMS, CULTURE UNION RULES DIFFERENT PERCEPTIONS DIFFERENT BELIEFS CENTRALIZATION-DECENTRALIZATION (INFLUENCING FACTORS) STRATEGY ENVIRONMENT ORGANIC, MECHANISTIC CORE, BOUNDRY SPANNERS UNCERTAINTY, CERTAINTY TECHNOLOGY INTERDEPENDENCE CENTRALIZATION-DECENTRALIZATION (INFLUENCING FACTORS, cont’d.) “COST OF DECISION”, RISK UNIFORMITY OF POLICY GEOGRAPHICAL DISPERSION PHILOSOPHY, CULTURE CENTRALIZATION-DECENTRALIZATION (INFLUENCING FACTORS, cont’d.) AVAILABILITY OF MANAGERS ABILITY DESIRE SIZE OF ORGANIZATION, GROWTH DIFFERENTIATION FORMALIZATION COORDINATION TOOLS RULES, PROCEDURES, POLICIES GOALS HIEARCHY PLANS COORDINATION TOOLS TEAMS COMMITTEE LAISON ORGANIZATION CULTURE CULTURE IN SOCIETY SPAN OF MANAGEMENT (FACTORS AFFECTING) SKILL, STYLE OF SUPERVISOR SKILL, STYLE OF SUBORDINATES TYPE OF TASKS COMPLEX ROUTINE SPAN OF MANAGEMENT (FACTORS AFFECTING, cont’d.) COORDINATION OF INTERACTIONS FREQUENCY “SEVERITY” ASSISTANCE ASSISTANTS GOALS, PLANS, ETC. PHILOSOPHY, CULTURE TALL, FLAT NUMBER OF LEVELS NUMBER OF MANAGERS SPAN OF MANAGEMENT ?VERTICAL COMMUNICATION? “FLAT” NOT NECESSARILY = DECENTRALIZED! CHAIN OF COMMAND DIRECT LINES OF AUTHORITY FORMAL LINES OF AUTHORITY UNITY OF COMMAND REPORT TO ONLY 1 SUPERVISOR PLACING “SERVICE” DEPT. ACCESSIBLE “CLOUT” “OWNED” BY A DEPARTMENT LEVEL TITLE STAFF AUTHORITY ADVISORY SERVICE CONTROL FUNCTIONAL