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Assignment No.

9
Discussion Questions

1. Define the organizing function.


The organizing function of management is to group and assign activities to work areas so as
to achieve established objectives, in other words, to create a structural framework for getting
the work done. To organize is to establish authority relationships among managers,
supervisors, and departments. The most effective organizing practices create structures that
help workers feel engaged, committed to the organization and its goals, and find satisfaction
in their work.

2. What are the advantages of the informal organization? What are the challenges of the
informal organization? Discuss the approaches the supervisor can take to foster cooperation
with informal groups and their leaders. How can the leader(s) of the informal organization
help the supervisor achieve departmental goals? Hinder their attainment?

Advantages of the informal organization – Fulfils social needs, close personal contacts,
status, companionship, and other aspects of emotional satisfaction. Groups also offer their
members other benefits, including protection, security, and support. Furthermore, they
provide convenient access to the informal communications network, or grapevine. Resistance
to Change: Informal groups generally have a tendency to resist change. Change requires
group members to make new adjustments and acquire new skills. But groups want to
maintain status quo. Sometimes, groups react violently to the proposed changes being
brought by the management. To influence the informal organization to play a positive role,
the supervisor first must accept and understand it. The supervisor should group employees so
that those most likely to compose harmonious teams work on the same assignments.
Moreover, the supervisor should avoid activities that would unnecessarily disrupt those
informal groups whose interests and behavior patterns support the department’s overall
objectives. Conversely, if an informal group is influencing employees negatively, and to the
extent that the department is seriously threatened, a supervisor may have to do such things as
redistribute work assignments or adjust work schedules.

3. Think of your most recent visit to a restaurant or coffee house. From the time you pulled into
the parking lot until the time you pulled out, what were your impressions? What was done
well or exceeded your expectations? What could they have done better? What was your
assessment of how well they were organized? To what extent do the principles of organizing
have on performance?

It was good, the service and courtesy of employees. They could have better parking spaces.
They are well organized but their place was not that big that can accommodate all customers
with cars.

4. Discuss the advantages and disadvantages of the project management structure. What needs
to be done so that the unity of command is not violated?
Several problems are associated with the project management–type organizational structure.
The most frequent is direct accountability. The matrix structure violates the principle of unity
of command because departmental employees are accountable to a departmental supervisor
and project managers. Other problems involve scheduling employees who are assigned to
several projects. These problems can be avoided, or at least minimized, by planning properly
and clarifying authority relationships before the project starts. Despite such problems, this
structure is increasingly common because organizations find it advantageous. Successful
project teams are generally those where someone dreamed big, created a vision, aligned the
project team’s goals with the overall strategy, inspired and informed team members, and
made changes as necessary. It also requires the willingness of project managers (sometimes
referred to as project team leaders) and departmental supervisors and their employees to
coordinate activities and responsibilities to complete projects. Such coordination is vital to
work scheduling, and it is imperative to employees’ performance appraisals. Consider the
suggestions in the accompanying “Supervisory Tips” box when managing project teams.

5. Explain the trade-off between the number of levels of management and the span of
management. How does this problem typically affect a first-line supervisor?

The span-of-management principle should be observed when assigning employees to


supervisors. Also known as the span of supervision or the span of control, this principle
recognizes that there is an upper limit to the number of employees a supervisor can manage
effectively. The span of management is determined by such factors as the competence of the
supervisor, the training and experience of employees, employees’ work locations, and the
amount and nature of work to be performed. Other things being equal, the narrower the span
of management is, the greater the number of levels of management that are needed; the
broader the span of management is, the fewer levels that are needed.

6. How have downsizing and the restructuring of organizations affected you, your family,
friends, and the country? Are the downsizings and radical organization restructurings likely
to render organizational principles obsolete? Discuss.

It may affect me, my family, friends and country by having the numbers of jobless people,
economy of the country will be down. The application of organizational principles in
downsized organizations still remains a supervisory responsibility although it will require
adaptation and flexibility by supervisors.

7. Why is the ability to conduct effective and productive meetings important for a supervisor?
What should supervisors consider when deciding whether a face-to-face meeting is
necessary? What steps should supervisors take to ensure that the meetings they participate in
or chair succeed?

The essence of management is to get people to work together toward the accomplishment
objectives. Therefore, meetings are another important part of management that can enhance a
supervisor’s accomplishment of objectives. Most supervisors probably will not be called
upon to hold major conferences involving many people from throughout the organization.
But virtually every supervisor will have meetings of employees in the department, and the
principles discussed in this chapter can be helpful in motivating employees to perform more
cooperatively to attain worthwhile goals.

8. What do you need to do to better manage your time? Why is creating and prioritizing a “to-
do” list important? How can technology help and hinder your effective use of time? What are
your personal and professional goals for the week ahead? What time management strategies
should you use to achieve them?

Creating a to-do list, it is important because having this you can manage your time.
Technology innovations such as the iPad, the smartphone and their engine, the Internet,
“were enthusiastically adopted, but they provided new opportunities for consumption on the
job and in leisure hours rather than a continuation of replacing human labor with machines.”