Mgmt 3610 Week 1 Summary

This week in MGMT 3610, We learned that an “Organizing is the deployment of organizational resources to achieve strategic goals. The deployment of resources is reflected in the organization’s division of labor into specific departments and jobs, formal lines of authority, and mechanisms for coordinating diverse organization tasks” (Daft & Marcic, p.270). Daft and Marcic state that organizing is important because it follows strategy, in which strategy tells us what to do, while organizing tells us how to do it. Structure, for example, is all the employees, management, procedures, processes, technology that come together in order to make organization successful. It defines how all the pieces and processes work together. It must be aligned with strategy for the organization to achieve its mission and goals. It is used to set priorities and resources to ensure that all employees are working toward common goals, outcomes, and results.
Organizational structure, which is defined by Daft and Marcic as “the set of formal tasks assigned to individuals and departments; formal reporting relationships, including lines of authority, decision responsibility, number of hierarchical levels, and span of managers’ control; and the design
Functional departmentalization can be found in both public and private organizations. Some examples of organizational structure departmentalization are Human Resources, Accounting, Sales and Marketing, and Production. These departments are put into place to ensure efficiency, and increase production within the organization. Structure helps the organization to clarify accountability and responsibilities within the team. Structure should be aligned with the organization’s strategy in order to be organized in a way to best serve the