Professional Documents
Culture Documents
Organizing Terms
• Authority - Power to command, act or make decisions (Legal,
position-based)
• Responsibility – Shouldering the duty to perform work efficiently
and in professional manner
• Accountability - Upwards directed obligation for securing the
desired results
• Span of control - Number of people supervised by a manager
(e.g., 7 to 20)
• Specialization - Increased degree of skills concentration in narrow
technical domains
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Functions of Organizing
O rganizing W orkplace
D eveloping Structure
Delegating W ork
Establishing Relationship
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Functional Organization
Technical Director
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Discipline-Based Organization
Favored by universities, governmental laboratories and other
R&D organizations
Promote innovative pursuits in individual disciplines, allowing
employees to drill down to deeper knowledge levels without
requiring much coordination with others.
Engineering Dean
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Product Organization
Based on types of products or consumers of products
Technical Director
Regional Organization
Based on geographical boundaries or area-wise
arrangement
President
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Product/Regional Organization
(Pros and Cons)
Matrix Organization
Functional Control
Project A
Project
based Project B
Control
Project C
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Team Organization
•Team members are “on loan”
from functional organizations Functional Control
to eliminate organizational
Team Leader
conflicts
•Team Leader in full control
•Usable for short term high-
priority tasks/projects
•Examples: Product team, Member A
special task force
Member D
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Network Organization
• Global business alliances/partnerships to manufacture, market,
deliver and service products (supply chains)
• Change alliance members from time to time
• Diversified alliance members (e.g., company allegiance, culture,
value system, business practices, geography, attitude,
motivation, information sharing and collaboration, etc.)
Source: Nora A. Aufreiter, Teril Lawyer and Candance D. Lun, "A New Way to Market," The McKinsey
Quarterly, New York (2000).
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Cross-Functional Team
• Representatives of all functional groups are participating, in
addition to procurement, financial, vendors/suppliers and
customers
• Issues related to product design/development are considered
early on and concurrently
• Create an optimum product in the shortest time, at the lowest
cost, while satisfying constraints and meeting customers’ needs
Team D iscipline
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Team Discipline
• For achieving “blow-the-roof-off” performance, teams must have discipline:
(1) common purpose,
(2) specific goals of performance,
(3) complementary skills,
(4) commitment to how the work gets done (each pulling the same weight),
(5) mutual accountability - commitment and mutual trust, being accountable to each other
- “being in the same boat together”
Team Learning
• Team must learn quickly all needed skills (working together, using design tools)
• Factors affecting team learning speed:
(1) composition (a mix of expertise)
(2) culture of risk taking allowing experimentation
(3) people-oriented leadership Style
Team Effectiveness
• Team Goals are clear, of high impact, measurable and with top management support.
• Members are results-oriented, efficient, having complementary skills and experience, high
energy level, positive attitude to collaborate, each staff with specific expertise.
• Work Environment is excellent (easy to use communications tools, opportunity for self-
expression, pleasant work atmosphere, Cdreetc).
Muzib, psc, PhD
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DELEGATION
• Objective - To improve manager’s overall efficiency by selectively
distributing work for employees to do.
• Process - Managers delegate the responsibility and needed
authority of doing specific work to employees and create upward
accountability in them for securing the anticipated results.
ELEMENTS OF DELEGATION
• ASSIGNMENT OF RESPONSIBILITY: The superior asks the
subordinate to perform a particular task in a given period of
time
• GRANT OF AUTHORITY: It is the power to order or command,
delegated from superior, to enable the subordinate to discharge
his responsibility
• CREATION OF ACCOUNTABILITY: It is the obligation of a
subordinate to perform the duties assigned to him
Cdre Muzib, psc, PhD
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Why Delegating?
• Improve quality and quantity of work done
• Allow manager to do manager’s job
• Become knowledgeable of employee’s capabilities
• Distribute work load efficiently/equitably
• Develop leadership capabilities in people
• Improve operating decisions - reducing cost
• Facilitate teamwork, making job more satisfying to employees
• Create opportunities for employees to gain recognition,
encouragement and incentives
• Allow employees to develop new skills and knowledge, fostering
initiative and competence, and gaining self-confidence
• Encourage employee growth/development
Cdre Muzib, psc, PhD
Delegation Matrix
1: Employee
2 4 3: Delegated to
Cannot
Employee
4: Engineering
manager
Cannot Can
Engineering Manager
Cdre Muzib, psc, PhD
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What to Delegate:
• Problems/Issue requiring exploration, study and recommendation
for decision making
• Activities coming within the job scope and capabilities of employee
• Tasks fitting company’s needs and promoting employee
development and growth
• Activities, if done right, would save manager’s time
How to Delegate:
• Communicate the importance of task, set goals and performance
indicators, check on understanding/confidence
• Delegate responsibility for quality of work
• Allow operational decision making (resources, method, sequence
of tasks, etc.)
• Trust the employee and give recognition
• Retain own upward accountability
Barriers to Delegation:
• Own technological obsolescence - Employee may learn and grow
technically
• Organizational barriers - unclear roles and responsibilities, line and
staff positions
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Type of Conflicts:
• Technical (e.g., design, analysis, results interpretation)
• Operational (how to do tasks, who is responsible?)
• Emotional (ego involvement, hurt feelings)
• Political (who should have a say on what? who’s turf it is?)
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Collective Bargaining
• Disputes escalate when employment contracts expire and need to
be negotiated
• Procedure that defines the rights and privileges of both sides
involved and establishes the terms of employment and length of
contract
• If labor and management cannot come to an agreement, they may
submit their disputes to:
– Mediation
– Voluntary arbitration
– Compulsory arbitration
• Mediation: A neutral third party listens to both sides and suggests
solutions.
– It carries no binding authority
– Both parties are free to reject or accept the mediator’s decision
Cdre Muzib, psc, PhD
Collective Bargaining
Voluntary arbitration: Both sides willingly submit their
disagreements to a neutral party.
• The arbitrator's decision must be accepted by both sides
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