Organization and control nConcept of organizing and its tasks nOrganizational construction of an organization nControl in an organization Concept of organizing and its tasks nExamples of organization objects n= organizing: nsales nmanagement of long-term assets nproduction nfinancing nresearch ncontrol nmaterial economy n n nhuman resources nplanning nbookkeeping nrevision (internal) ntransport npromotion Definition of organization, improvisation and disposition •time •Organization (permanently •Improvisation (temporarily) •Disposition (one-time) Concept of organizing and its tasks n nBusiness structures might tend to: nstability nflexibility Concept of organizing and its tasks nAdvantages of stability: neconomy, nfaster and better processing, nbetter coordination, nless dependence on executors. nBenefits of flexibility: nadaptation to changed conditions, nadaptation to individual requirements, nmotivation of workers. Concept of organizing and its tasks nGeneral principles of stability and flexibility: nThe larger the organization, the higher its stability should be (the need for coordination increases with increasing size). nThe more dynamic the enviroment, the more emphasis is needed to be placed on flexibility. nThe smaller the frequency of repetition of individual activities, the more flexible the adjustments need to be made. nThe fewer tasks are predictable, the more flexible the need for flexible adjustments. nThe higher the qualifications of workers, the greater the room for their own decision-making and action, and thus for a higher degree of flexibility. Organizational construction n nFormal organizational structure nUnit structure nProcess structure n nInformal organizational structure Process structure nActivity analysis nSynthesis of activities n nPersonal synthesis nTime synthesis nLocal synthesis n Unit structure nWays of pooling elementary tasks nwhen creating a workplace: nthe workplace adapts to an abstract person, characterized by the knowledge and skills (qualifications) that can be gained on the labor market, nthe workplace is created for a particular future worker according to his combination of knowledge and skills. Unit structure nWorkplace labels include: nfactual determination of tasks of the workplace, na more detailed explanation of the organizational integration of the workplace and the introduction of organizational relationships, ninstructions for the purposeful solution of tasks, nthe requirements for the worker arising from the tasks to be performed at the workplace. Competence and responsibility n nCompetence are the rights or empowerment explicitly granted to the employee who performs the work of the workplace. nResponsibility is the obligation of the person in charge of the task (the person in charge of the job) to be personally responsible for completing the task in relation to the goal pursued. Division of labor nElementary tasks can be between nseparate workplaces by: nfunctional specialization nsubject specialization. •Default state: Functional specialization Subject specialization Instance and department n nInstance nDepartment nSpan of management Models of competence definition nRelationships between individual workplaces in an organization may have different character and with abstraction we can deduce eg: ncommunication system, nplanning system, nwork system, nmanagement system. Models of competence definition nRelations of command powers can be: nsenior, nsubordinate, nat the same hierarchical level. n nBasic competence models: nsingle-line system, nmulti-line system. Single-line system • • • • • • • • • • • • Line-staff system • • • • • • • • •staff •staff •staff Multi-line system • • • • • • • • • • • • • • • • • • • • • • • • Organizational structures n nMain types of organizational structures: nline organization, ndivisional organization, nmatrix organization. Line organization •Management •Supply •Production •Sales •Administration •Organizational unit Divisional organization •Management •Divison B •Central department •Divison A •Procurement •Production •Sales •Procurement •Production •Sales Comparing the benefits of organizational structures •Advantages of organizational structures • • •Criteria • •Functional • •Divisional • •Decision making • •At the corporate management level, corporate-wide considerations can be better respected. • •- The quality of decision-making depends on the division •- Faster decision making •- Reducing the burden on the management of the organization • •Coordination/ •communication • •- Greater integration of all departments •- Lower risk of filtering information • •- Lower coordination requirements •- Shorter communication paths • •Influence on workers • •- Specialization by activity (function) •- Lower demands on the breadth of professional education (relative to the subject) • •- Product specialization •- Greater space for use of senior management skills • •Economy • •Minor danger of double-tracking in process control • •Use of specialized assets and workers • • Matrix organization •Management •Procurement •Production •Sales •Product A •Product B •Product C • • • • • • • • • Control nSupervision is a term under which control, review and audit concepts are subject. nControl is such a form of oversight performed by an employee of an organization that is directly or indirectly involved in the areas of responsibility being monitored. nRevision is the form of supervision performed by an internal expert who is not directly or indirectly involved in the area of responsibility. nAudit arises when supervision is carried out by a person who is not directly or indirectly involved in the process, and is an external expert. Control nThe principles according to which an entreprise organization should proceed: nSeverely define the course of workflows including the time dimension and to create conditions for the installation of control devices. nExtensive division of functions to ensure that each workflow is carried out from the beginning to the end by more reciprocal controllers, clearly defining the boundaries of the areas of responsibility. nEnhanced integration of control devices into the organizational framework of workflows. Revision nThe revision performs four tasks: nIt analyzes and evaluates all the commands, procedures and methods by which the tasks of other departments are managed or implemented. nIt analyzes and evaluates the organization's internal control system and, if necessary, proposes improvements. nAnalyzes and evaluates the organization's communication system, especially news and information intended for management. nEvaluates the effectiveness of measures to protect property and prevent losses of all kinds. Audit nAn audit includes: nstatutory audits (eg auditing annual reports of capital companies), na voluntary audit (eg when applying for a loan, in the case of a public contract), nexternal expertise (for example, to detect offenses, to identify organizational and other shortcomings). Video nOrganisation of workplace: https://www.youtube.com/watch?v=m_M4LPVa5eA nOrganization of project: nhttps://www.youtube.com/watch?v=0vPCN6X3FUI nHow do they do it( Ikea) nhttps://www.youtube.com/watch?v=fGFB1wAFmwo