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Published by hasnahlaeni, 2021-12-22 22:22:47

WEEK 4 CREATING FLEXIBLE ORGANISATION

BUSINESS STUDIES
CFS
IIUM

WEEK 4

A group of two or more people
working together to achieve
common goal

HASNAH ABDUL KADIR 2

1. JOB DESIGN 3
2. DEPARTMENTALISATION
3. DELEGATION
4. SPAN OF MANAGEMENT
5. CHAIN OF COMMAND

HASNAH ABDUL KADIR

PRESIDENT CHAIN OF COMMAND
VICE PRESIDENT Line of authority from higher
level to the lower level

VICE PRESIDENT

VICE PRESIDENT VICE PRESIDENT

HASNAH ABDUL KADIR 4

JOB SPECIALISATION PATCHING CUTTING POCKET
 Separate the organization
SHIRT
activities COMPANY
 Make it into distinct task
 Different tasks, different THREADING BUTTON

people
 Small part of larger process

HASNAH ABDUL KADIR 5

JOB TOO LARGE SAVE TIME INNOVATION
For a person to Not lose time When specializes
changing from one east to innovate
handle task to another task
EASY TRAINING
SPECIALIZED Easy job traininh
Highly specialized,
6
efficiently

HASNAH ABDUL KADIR

Job Rotation • Systematic rotation
• Temporary assign new task to new people

Job • Increase number of task
Enlargement • Within one job

Job • Increase number of task
Enrichment • Within one job
• With authority

HASNAH ABDUL KADIR 7

GROUPING JOBS INTO
MANAGEABLE UNIT

Different unit doing different task

HASNAH ABDUL KADIR 8

FUNCTION

COMBINATION PRODUCT

CUSTOMER LOCATION

HASNAH ABDUL KADIR 9

 Group the jobs based on specialized activities 10
 Example:
 Finance, marketing, operation, human resource, and

administration
 Normally for new business, or small business
 Disadvantage: slow decision making

HASNAH ABDUL KADIR

 Group the jobs based on goods or services 11
 Different unit = different product/services

HASNAH ABDUL KADIR

 Group the jobs based on geographic area 12

HASNAH ABDUL KADIR

 Group the jobs based on the needs of various customer
population

HASNAH ABDUL KADIR 13

Organisation structure have two or more forms of departmentalization
= combined together

HASNAH ABDUL KADIR 14

Assign part of STEPS OF
manager’s work and DELEGATION
power to other workers
RESPONSIBILITY
HASNAH ABDUL KADIR Assign task

AUTHORITY
Assign power

ACOUNTABILITY
Create obligation to do

task

15

 Manager reluctant to delegate job because do not trust the
staff’s capability in doing the job

 Manager fear the staff will do better: the staff becomes
threat to the manager

 Manager disorganized – unable to plan for the delegation

HASNAH ABDUL KADIR 16

DECENTRALISATION CENTRALISATION

Spread authority widely Authority/power
to the lower orgz level concentrate to the

Give the upper level
power/authority to the
Centralised organization
lower level to make
decision 17

HASNAH ABDUL KADIR

 Depends on external environment
 Nature of decision. High risk, more important decision

making = CENTRALISATION
 Ability of lower level manager to make decision
 Firm’s traditional practice

HASNAH ABDUL KADIR 18

OR SPAN OF CONTROL

DEFINITION:
NUMBER OR WORKERS WHO REPORT DIRECTLY TO ONE
MANAGER

HASNAH ABDUL KADIR 19

HASNAH ABDUL KADIR WIDE VS NARROW
 # of subordinates
ORGANISATION HEIGHT
 # of layers
 # of staff
 Cost

20


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