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Organisation and management summary chapter 1 to 12
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Summary of 14 pages for the course organisation and management at HHS (.)
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Organisational Management 2Summary
Lecturers: Mario Villalba & Micheak Selwyn learn chapter 1 till 12
Chapter 1) Foundations of the Organisational Design
The structure of an organisation can be defined:
-As the ways in which labour is divided into various tasks to be performed.
-And how coordination is achieved among these tasks.
The central theme of the book:
''Is a limited number of configurations explain how organisations structure themselves.''
The five coordination mechanisms (5):
Mutual adjustment --> informal communication
Direct supervision --> one person takes responsibility for the work of others
Standardisation of work processes --> contents of the work are specified/ programmed
Standardisation of outputs --> the result of the work are specified
Standardisation of skills (as well as knowledge) --> kind of training required is specified
The Organisation in five parts (5)
Strategic Apex
Overall responsibility for the organisation. To serve the mission, to serve the needs of
the people who have power over the organisation (stakeholders)
3 sets of duties:
Direct supervision
Relations with its environment
Development of the organisation's strategy
Middle Apex
The strategic apex is joined to the operating core by the chain of middle-line managers
with formal authority
Tasks of a middle-line manager:
Feedback information
Flowing up/Flowing down
Liaisons Contract
Design strategy (for his or her unit)
Operating core
The heart of the organisation produces the essential outputs. Those who perform the
basic work-related directly to the production of products and services.
Technostructure
Control analysts--> to certain forms of standardisation
3 types:
-work-study analysis
-planning and control. E.g., Schedulers
-personnel analysts
, Chapter 2) Designing individual positions
Different jobs have different extents to which workers can carry out tasks
Horizontal job specialisation
Horizontal job specialisation is how many different tasks are contained in each and how
broad or narrow is each of these tasks. High job specialization increases repetition -> facilitates
standardization; facilitates learning; individual to be matched to the task. Parallel activities; to
increase productivity. Problem: coordination.
Vertical job specialisation
Vertical job specialisation refers to ‘depth’, to the control over the work [amount of
responsibilities over a certain task] It separates the performance of the work from the
administration of it. Control is passed to a manager with the overview necessary or an analyst for
standardization.
Horizontal job enlargement
In horizontal job enlargement, the worker engages in a wide variety of the tasks associated
with producing products and services. wide variety of the tasks associated with producing
products and services. Increases intrinsic motivation
Vertical job enlargement
Vertical job enlargement means that a worker carries out more tasks and also gains more
control over them. Job enrichment. Gains control over the tasks. Quality of working life increases.
Design individual positions
Behaviour formalisation
-By the position (job description)
-By the workflow
-By the rules
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