MGT 601 Week 3 Assignment The Organizing Process
MGT 601 Week 3 Assignment The Organizing Process
Popular in Course
verified elite notetaker
Popular in Department
This 8 page Study Guide was uploaded by tophomework Notetaker on Saturday November 14, 2015. The Study Guide belongs to a course at a university taught by a professor in Fall. Since its upload, it has received 26 views.
Reviews for MGT 601 Week 3 Assignment The Organizing Process
Report this Material
What is Karma?
Karma is the currency of StudySoup.
You can buy or earn more Karma at anytime and redeem it for class notes, study guides, flashcards, and more!
Date Created: 11/14/15
Running head: ORGANIZING 1 The Organizing Process Elizabeth Keenan MGT601: The Functions of Modern Management (MOB1513A) Dr: Susan Sasiadek April 13, 2015 ORGANIZING 2 The organizing process is similar to the planning process, it have to be thoroughly processed out and implemented action. This process includes figuring out what work is expected to finish the objective, distributing the work assignments to workers, and organizing the employees in a decision‐making structure. In this assignment, I will be considering the idea of authority in organizational management and assess how authority impacts and encourages change in an organization. Also, incorporating a clarification of why individuals oppose change and what managers could do to defeat the resistance and giving no less than one sample of an organization that experienced a noteworthy change. Survey how the change affected the organization society (if by any means). An expertly applied organizing process will lead to a workplace where all colleagues are mindful of their obligations. The deciding aftereffect of the organizing process is an entire comprising of brought together elements acting in concordance to executing assignments to attain to objectives, both successfully and productively. In the event, that the organizing process not governed appropriately, the outcomes might cause uncertainty, dissatisfaction, lack of proficiency, and restricted adequacy. There are five steps in the organizing process: Assessment of plans and goals, verify the work actions, analyzing and aligning actions, appointing work and designating authority, and planning a chain of command of connections (Plunkett, Allen, & Attner, 2013). Assessment of Plans and Goals ORGANIZING 3 The goals are the particular actions that have to be finished to accomplish objectives. Planning outlines the actions expected to achieve those objectives. Supervisors/Managers have to analyze the plan at first and keep on doing as such as the planning process changes and new objectives produced. Verify the Work Actions Despite the fact that it verifies the work actions might appear to be overpowering to a few supervisors, it does not have to be. Supervisors or Managers mostly list and evaluate all the assignments that have to achieve as to reach hierarchical objectives. A vital idea in determining assignments is the specialization of work or division of work. Since every task rearranged, managers recognize which performance standards to trust and could distinguish occupation related execution issues rapidly. Also, it prompts outlining work (Smith, & Lewis, 2011). Analyzing and Aligning Actions Managers could gather actions in view of four models of departmentalization: operational, geological, production, and client. Management could pick one of the four division groups. Operational includes making group on the premise of particular actions (money, product, promoting, and HR) (Plunkett, Allen, & Attner, 2013). Geological includes gathering actions and obligations per region. Production collects the works of making, delivering, and promoting every item into a different division (Coatanéa, 2014). The client includes grouping the actions and obligations of groups taking into account the needs of particular clients’ groupings. In spite of the fact that these units groups have been exhibited independently, actually most organizations ORGANIZING 4 utilize a mixture of groups to address their issues (Shannahan, Bush, Moncrief, & Shannahan, 2013). Appointing Work and Designating Authority Managers distribute the characterized work actions to particular employees. Additionally, they provide every individual the authority to complete the doled out assignments. This part is significant to the accomplishment of the organizing process, is established on the guideline of operational definition in building a division, its inclination, reason, undertakings, and execution have to be initially resolved as a premise for authority (Plunkett, Allen, & Attner, 2013). This standard implies that actions executed and look for the formed and amount of authority required. Planning a Chain of Command of Connections Managers have to focus on making decisions and coordination connections of the overall organization. Then, utilizing the hierarchical diagram, managers have to chart the connection. The outline separates as an investigating device. During the operational stage, it could assist supervisors in finding duplicates and issues which outcome from stiff courses of action (Smith, & Lewis, 2011). Authority is the conventional and genuine remedy of a supervisor to decide, distribute instructions, and apportion assets to reach an organizational result. Managers’ authorities are characterized by their set of expectations. It’s established on the hierarchical condition and is acknowledged by lowlevel management. Authority streams down the top level management to low level management. There are three types of authority: line, staff, and operational (Kahn, & Kram, 1994). The line provides managers the privilege to express the job of their workers and decisionmaking without ORGANIZING 5 communicating to other people. Staff backs up the line through exhorting, overhauling, and aiding. Operational is power assigned to a person or division over particular actions attempted by staff in different sectors These types of authority may use different approaches of authority such as emotional, negotiation, and inflictive. An emotional approach impacts by the method of influence or presentation. It relies on upon appeal, behavior, and disposition. It is risky way since it could conduct management to settle on decisions that challenge or clash with the organization goals. Negotiation approach an initial or a few groups yield particular, characterized authority to others, typically for benefits (Kahn, & Kram, 1994). When the negotiation is open, both groups could make the deal to impact others concerning later negotiations. An inflictive method can cause disgrace, torment, shakedowns, danger, and different disciplines or disincentives (Kahn, & Kram, 1994). Using any of these methods can impact and damage change within a company. Individuals can resist change if they misjudging about the requirement for change/when the explanation of the change is not explicitly stated, scared of the obscure, competence of abilities, noncorrespondence, advantages and reinforcements, changing to schedules, being too comfortable in position, and so forth (Bruckman, 2008). A manager could overcome or manage the resistance to change by first acknowledging why individuals oppose change. It will assist managers in implementing changes with lesser issues prior to change and future changes. Remove any scares of the obscure through effective and transparent communication of upcoming changes in the organization. Provide training programs to assist ORGANIZING 6 employees to enhance the work abilities. Allow employees to be active in the decisionmaking process of change before it happens and requesting that they offer information and advice (Kahn, & Kram, 1994). Organizational changes can occur from increasing the organization, downsizing the organization, and other elements in between. When organizations change, it can cause new employment, shift in jobs, employment loss, and so on in the operation of all levels of management. At a prior nursing home, I use to work at called Birchtree Nursing home had designed a plan change by adding culture change. This culture change allowed groups of nursing cooperate with gatherings of occupants on a continuous premise, instead of changing tasks. The change impacted the organizational culture is a good way since it allowed nurses to build a better relationship with their patients, families, and nurses that works with them. The nurses were capable of assisting and caring for their patient’s health, personal, emotional, physical, and mental growth and development. Organizing is a methodical procedure of arranging, incorporating, coordinating job objectives, and actions to assets with an explicit goal to achieve goals. It uses different steps and different types of authorities in order to run an effective and efficient organization. During in organizing process, there could be possible resist from the employees when implementing any changes made during such process. Management has to ensure their formation process is implemented and planned out in a clear, communicative, developed, and constitutional method to achieve a successful organization. ORGANIZING 7 Reference Bruckman, J. C. (2008). Overcoming resistance to change: Causal factors, interventions, and critical values. The PsychologistManager Journal, 11(2), 211219. doi:10.1080/10887150802371708 Coatanéa, E. (2014). Organizing the Product Development Processes: Four Perspectives. Journal Of Integrated Design & Process Science, 18(3), 12. doi:10.3233/jid20140015 Kahn, W. A., & Kram, K. E. (1994). AUTHORITY AT WORK: INTERNAL MODELS AND THEIR ORGANIZATIONAL CONSEQUENCES. Academy Of Management Review, 19(1), 1750. doi:10.5465/AMR.1994.9410122007 Plunkett, W. R., Allen, G. S., & Attner, R.F (2013) Management: Meeting and exceeding customer expectations (10th Ed.) Mason, OH. SouthWestern Cengage Learning Shannahan, R. J., Bush, A. J., Moncrief, W. C., & Shannahan, K. J. (2013). Making Sense of the Customer's Role in the Personal Selling Process: A Theory of Organizing and Sensemaking Perspective. Journal Of Personal Selling & Sales Management, 33(3), 261 276. doi:10.2753/PSS08853134330302 ORGANIZING 8 Smith, W. K., & Lewis, M. W. (2011). TOWARD A THEORY OF PARADOX: A DYNAMIC EQUILIBRIUM MODEL OF ORGANIZING. Academy Of Management Review, 36(2), 381. doi:10.5465/AMR.2011.59330958
Are you sure you want to buy this material for
You're already Subscribed!
Looks like you've already subscribed to StudySoup, you won't need to purchase another subscription to get this material. To access this material simply click 'View Full Document'