Organizational Concepts

Topics: Management, Organizational structure, Organization Pages: 32 (9955 words) Published: October 22, 2006
Organizational Concepts

Table of Contents
1.Chapter 1: Organizational Planning4
1.3.Defining Planning4
1.4.Recognizing the Advantages of Planning5
1.5.Using Plans to Achieve Goals5
1.6.Criteria for effective goals6
1.7.Coordination of goals6
1.8.Detailing Types of Plans7
1.9.Operational plans7
1.9.1.Tactical plans8
1.9.2.Strategic plans8
1.9.3.Contingency plans9
1.10.Identifying Barriers to Planning9
2.Chapter 2 – Creating Organizational Structure11
2.2.The Relationship between Planning and Organizing11
2.3.The Organizational Process12
2.4.Concepts of Organizing13
2.5.Work specialization13
2.6.Chain of Command13
2.9.Span of control17
2.10.Centralization versus decentralization18
2.11.The Informal Organization19
3.Chapter 3 – Organizational Design and Structure21
3.2.Organizational Design Defined21
3.3.Bureaucracy Basics21
3.4.The mechanistic structure22
3.5.The organic structure23
3.6.Factors Affecting Organizational Design23
3.7.Organizational size23
3.8.Organization Life Cycle24
3.12.Five Approaches to Organizational Design26
3.12.1.Functional Structure26
3.12.2.Divisional Structure27
3.12.3..Matrix structure28
3.12.4.Team structure30
3.12.5.Network Structure31

1.Chapter 1: Organizational Planning
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 doesn't always get the attention that it deserves; when it does, many managers discover that the planning process isn't 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.

1.3.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 today's means. The word planning incorporates both ideas: It means determining the organization's 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. It's 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?

1.4.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...

References: James Champy, 1995
Reengineering Management. New York: Harper Business.
Kenneth Blanchard, Ph.D. and Spencer Johnson, M.D. , 1983
One-Minute Manager. New York: Berkley Publishing.
Tom Peters and Robert Waterman, 1984
In Search of Excellence. New York: Warner Books, Inc..
Warren Bennis, 1994
On Becoming a Leader. New York: Addison-Wesley Publishing Co.
Herman Bryant Maynard Jr. and Susan E. Mehrtens, 1999
The Fourth W
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