Aspects of Organizing, Flatter Organizations,

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Aspects of Organizing, Flatter Organizations,
Human Resources and the Control Process

BUS 135-O1
Asheville Buncombe Community College
March 11, 2013

Abstract
Based on current research and using an occupational example, this paper includes a description of the different aspects of organizing and the effects of flatter organizations; this paper will also discuss what position human resource plays in the organization. At last, it explains the supervisor's role in the control process.

Aspects of Organizing, Flatter Organizations,
Human Resources and the Control Process
Management is a process used to achieve organizational goals through planning, organizing, leading and controlling. Organizing includes the designing of the structure of the organization in creating conditions and systems and which everyone and everything works together to accomplish the organizations goals and objectives. Another key point in business management is how the trend of flatter organizational structures can be beneficial to the organization. Additionally, human resources management is a critical element in a business for its success. Moreover the control process used in management involves establishing clear standards to determine whether or not in the organization is progressing toward its goals and objectives. Each topic is discussed in detail using the occupation of a maintenance supervisor to demonstrate their relevancy. Aspects of Organizing. Managers have a planned course of action, and they must organize the firm to accomplish their goals. With that being said, resources are allocated to designated departments, tasks are assigned, and procedures are established. Whether it is a large U.S. corporation with formalize structure or a basic small mom and pop business, once the overall structure is in place, supervisors need to organize their individual departments. There are a number of basic organizational principles to guide a supervisor today, they are work specialization, span of control, chain of command, authority and responsibility, centralization verses decentralization, and departmentalization. Beginning with work specialization, or breaking down an entire project into separate specialized tasks, in order to gain the result in the overall project’s goals. For example, when working in a leasing office, the property manager, the leasing manager, the maintenance supervisor, the leasing consultants are all assigned different tasks and work together to create the goal. Since it’s not very efficient for a supervisor to direct one or two employees, or it may not be possible him/her to direct several hundred employees. The determination of span of control is the optimal number of subordinates a supervisor should manage. At lower levels where work is standardized, a broader span of control is implemented (15 to 40 workers). In contrast, span of control narrows at higher levels of the organization, because work becomes less standardized and managers need more face to face communication. Next, the chain of command is a continuous line of authority in an organization that extends from upper organization levels to the lower levels and clarifies who reports to him. Authority and responsibility are related; whenever authority is exercised, responsibility arises. Authority gives managers the right to give orders and the power to enforce compliance. There are three different types of authority relations, line, staff and functional. Responsibility is meeting certain obligations such as achieving the unit goals or motivating employees. Centralization occurs when decision-making is concentrated at top level management in contrast with decentralization occurring when decision-making is delegated to lower level managers and employees more familiar with local conditions than headquartered management would be. Departmentalization divides an organization into separate units. They customarily departmentalize by...
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