Supervisory Organizing at the Department Level. Supervision: Concepts and Practices of Management , Second Canadian Edition Hilgert, Leonard, Shemko, and Docherty. © 2005 by Nelson, a division of Thomson Canada Limited. Learning Objectives.
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Concepts and Practices
Second Canadian Edition
Shemko, and Docherty
© 2005 by Nelson, a division of Thomson Canada Limited
5. Describe departmentation and alternative approaches for grouping activities and assigning work.
6. Explain the meaning of line and staff authority and how these influence organizational structures and supervisory relationships.
7. Describe how functional authority may be granted to specialized staff for certain purposes.
8. Explain the advantages of the
matrix (project management)
9. Define and discuss organizational
tools that are useful in supervisory
10. Define downsizing (restructuring) and its implications for organizational
A group structured by management to carry out designated functions and accomplish certain objectives
Organizational structures tend to be taller when spans of management are narrower, and structures tend to be flatter when spans of management are wider.
Principle of organizational stability: no organization should become overly dependent on one or several key “indispensable” individuals
A line organizational structure consists entirely of line authority arrangements with a direct chain of authority relationships
The matrix-type organizational structure:
Employee groups who are given wide latitude and considerable authority to make many of their own job-related decisions. Also known as self-managed work teams.
A very flat firm resulting from restructuring by customer process