Organizational Concepts
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Organizational Concepts
Table of Contents
Chapter 1: Organizational Planning
Introduction:
Defining Planning
Recognizing the Advantages of Planning
Using Plans to Achieve Goals
Criteria for effective goals
Coordination of goals
Detailing Types of Plans
Operational plans
1.9.1.
Tactical plans
1.9.2.
Strategic plans
1.9.3.
Contingency plans
1.10.
Identifying Barriers to Planning
Chapter 2 – Creating Organizational Structure
Introduction:
The Relationship between Planning and Organizing
The Organizational Process
Concepts of Organizing
Work specialization
Chain of Command
Authority
Delegation
Span of control
2.10.
Centralization versus decentralization
2.11.
The Informal Organization
Chapter 3 – Organizational Design and Structure
Introduction:
Organizational Design Defined
Bureaucracy Basics
The mechanistic structure
The organic structure
Factors Affecting Organizational Design
Organizational size
Organization Life Cycle
Strategy
3.10.
Environment
3.11.
Technology
3.12.
Five Approaches to Organizational Design
3.12.1.
Functional Structure
3.12.2.
Divisional Structure
3.12.3.
.Matrix structure
3.12.4.
Team structure
3.12.5.
Network Structure
References:
Chapter 1: Organizational Planning
Introduction:
This chapter will discuss the following topics:
Recognizing planning as an essential management function
Identifying different types of plans designed to meet organizational goals
Determining and overcoming barriers to planning
Of the five management functions — planning, organizing, staffing, leading and controlling — planning is the most fundamental. All other functions stem from planning. However, planning doesnt always get the attention that it deserves; when it does, many managers discover that the planning process isnt as easy as they thought it would be — or that even the best-laid plans can go awry. In this chapter, the process of planning and the strategies behind different types of plans are discussed. Topics also include the importance of employee involvement and the significance of goal setting.
Defining Planning
Before a manager can tackle any of the other functions, he or she must first devise a plan. A plan is a blueprint for goal achievement that specifies the necessary resource allocations, schedules, tasks, and other actions. A goal is a desired future state that the organization attempts to realize. Goals are important because an organization exists for a purpose, and goals define and state that purpose. Goals specify future ends; plans specify todays means. The word planning incorporates both ideas: It means determining the organizations goals and defining the means for achieving them. Planning allows managers the opportunity to adjust to the environment instead of merely reacting to it. Planning increases the possibility of survival in business by actively anticipating and managing the risks that may occur in the future.
In short, planning is preparing for tomorrow, today. Its the activity that allows managers to determine what they want and how they will achieve it. Not only does planning provide direction and a unity of purpose for organizations, it also answers six basic questions in regard to any activity:
What needs to be accomplished?
When is the deadline?
Where will this be done?
Who will be responsible for it?
How will it get done?
How much time, energy, and resources are required to accomplish this goal?
Recognizing the Advantages of Planning
The military saying, “If you fail to plan, you plan to fail,” is very true. Without a plan, managers are set up to encounter errors, waste, and delays. A plan, on the other hand, helps a manager organize resources and activities efficiently and effectively to achieve goals. The advantages of planning are numerous. Planning fulfills the following objectives:
Gives an organization a sense of direction. Without plans and goals, organizations merely react to daily occurrences without considering what will happen in the long run. For example, the solution that makes sense in the short term doesnt always make sense in the long-term. Plans avoid this drift situation and ensure that short-range efforts will support and harmonize with future goals.
Focuses attention on objectives and results. Plans keep the people