GROUP NAME: IMPERIO

 

INITIAL & SURNAME	STUDENT NUMBER	CONTRIBUTION
K. MASHIANE (LEADER)	31918824	OUTCOME 3
M.M, MAKGABO (CO-LEADER)	32848404	OUTCOME 5
K.I, DIBATE	27252795	COMPILING BLOG
T. SETE	31508286	OUTCOME 3
T. MPHUTHI	32293860	OUTCOME 4
T. MACHEDI	28963067	OUTCOME 4
MUSA	30898803	OUTCOME 1
HLONI	30662184	OUTCOME 2

LEARNING OUTCOMES:

1. Define decision-making and explain the role of decision-making for managers and employees
2. Discuss the conditions of certainty, risk, and uncertainty under which decisions are made
3. Describe the characteristics of routine, adaptive, and innovative decisions
4. Explain how goals affect decision-making
5. Differentiate between the rational, bounded rationality, and political models of decision-making

Learning Outcome 1

Organising and organisational structure

Welcome to be man organising and organisational structure, to begin with let's start with planning. 

Planning is the first fundamental function of the management process involving the setting of business goals in the development of an action plan to achieve such goals management makes decisions on where to go and how to get there however a plan is only a plan and once the plan has been selected resources must be combined and used effectively towards achieving the selected close this is where organising comes into play defined as the process of delegating and coordinating the activities and resources in order to achieve the organisations objective. It details what activities need to be done ,who will carry out these various activities ,where and what are the necessary resources that needed to be employed, to answer how the organisation will achieve its vision mission and objectives.

Communication Cooperation and Coordination is crucial between people ,departments and operating sections as well as a cohesive organisational structure should be in place. An organisational structure defines how tasks are divided and Resources allocated, you can further defined it as include:

*formal tasks and assignments to individuals and departments, basically the what tasks to be done referring to the question series.

*Formal reporting relationship including the authoritative structural and hierarchy, basically the who in the question series and lastly.

*The system design insuring effects of overall coordination, summing up the who, what, where and how.

Learning Outcome 2

Why is organising important

• Why is organising important? Let me tell you why. it helps us breakdown who does what kind of job and the resources to be used for that certain kind of job. (you can't have an accountant working as a clown in the circus well unless he wants to and is good at his job)
• This is a lot of work so the workloads need to be allocated in an easier method to be done in parties (in the circus if our clown is facing a crowd he will need someone to throw a pie in his face to make all those people laugh. Clowning around is not a one man job)
• Organising also help us employ the resources effectively. And in a productive way (you can't give our clown a lion and tell him to tame it so it can be jump through a giant ring of fire even if it is funny to watch our clown try to tame it)
• Organising will also help you decide how your professionals will be place in their specific party to do their work (you can't place our untrained clown in the trapes department and ask him to do stunts even if it is funny to watch our scared clown be thrown in the air)
• Lastly organising helps us harmonize our the workload of the entire business(we can't keep asking the impossible from our clown and ignore the rest of our work if we do the untrained lions might escape oh no it's too late run!) 

 

Learning Outcome 3

The Fundamentals of Organizing

There are 5 blocks used in building an Organizational structure. They are listed and defined as follows:

1. Designing Jobs

It can be described as the determination of the employees work-related duties. It includes concepts like:

• Specialization – it is the breaking down of a task into smaller, more specialized tasks.
• Job specialization - it is an extension of organization growth.
• Job relation – it involves the movement of employees from one job to another
• Job enlargement – it was developed so that the number of tasks an employee has to perform is increased.
• Job enrichment – it involves increasing the number of tasks the worker does and the level of control they have over the job

2.  Grouping jobs: Departmentalization

• It is a result of specialization, and it also promotes specialization since it is necessitated by the logical grouping of activities that belong together.
• It deals with the supervision and formation of new managerial position according to their designated departments.
• It also creates other various organisational structures.

a.) Functional Departmentalization

It is groups all the activities belonging to each management function are grouped together

b.) Product Departmentalization

Departments exists so that all activities concerned with the manufacturing of a product or group of products are grouped together in product sections.

c.) Location Departmentalization

It is a logical structure for businesses that are selling their products at different environment/geographical regions. It is necessary to check/monitor decentralisaed decision making and adjustment to local business environments.

d.) Customer Departmentalization

It deals with who the business sells its product to and how many are they and how the business is able to maintain a strong relationship with its customers

e.) Matrix Organisational Structure

Its importance is based on the idea that no organisational structure will meet all the needs of a particular business. departments may be formed according to function but co-ordination will always remain a problem. It may be made permanent in other organisations due to its result.

 

3. Establishing Reporting relationships

• The first step in establishing reporting lines is to determine who reports to whom.
• Chain command is a clear and district line of authority among the position in an organisation.

The chain command has two components:

1. UNITY COMMAND - suggests that each person with an organisation must have clear reporting relationship to one and only one supervisor.
2. SCALAR PRINCIPLE - suggests that they must have clear and unbroken line of authority that extend from the lowest to the highest position in the organization.

The second is to determine the how many people will report to one manager, known as the span of management.

• The optimal of span of management is is to be determined i.e It is narrow (with few subordinates) or wide (with many subordinates per manager)

4.Establish authority

The determination of how authority is to be distributed among positions.

The broad functions of the business are broken into smaller specialised units that are allocated to certain departments and persons.

It entails the creation of organisational selection that is stipulating the persons from whom subordinates receive instructions to whom they report and whom for what they are responsible.

RESPONSIBILITY - can be defined as the duty to perform the task or activity as assigned.

AUTHORITY - is power that has been legitimised by the orgainsation

 

• LINE AUTHORITY

Is authority delegated down through the line of command

• STAFF AUTHORITY

Is an indirect and supplementary authority. Their source of authority is usually their specialised knowledge of a particular field.

Accountability is the mechanism through which authority and responsibility are brought into alignment.

Delegation is the process that managers use to transfer authority.

5. CO - ORDINATING ACTIVITIES

Dividing up the total task of the business into smaller units to take advantages of specialisation and achieve the goals of the business as productively as possible.

Learning Outcome 4

THE INFORMAL ORGANISATION

It refers to the interpersonal relation between people in business are not confined to those prescribed by formal organisation chart.

It also involve the activities that are not harmony with those envisaged in the formal structure.

It should be encouraged for the following reason:

---> the informal communication takes place more rapidly than formal communication and therefore decision-making could be expected.

---> the informal organisation promotes team work within the departments, as well as co-operation between departments.

 

Learning Outcome 5

THE FACTORS THAT INFLUENCING THE ORGANISATIONAL STRUCTURE

There are 5 factors that influence the organisational structure :

• The environment in which the business operates   

There are 3 types of environments[the stable, turbulent and technologically dominated environments]

• The relationship between strategy and structure 

There is a close relationship between the strategy and structure seeing that one cannot exist without the other , hence why the implication is that the strategy provides direct input to the organisational structure. 

• The size of the business 

This factor depends on the number of employees

• Staff employed by the business

There is also a close relationship between the organisational structure and the competence and role of safe ,whether this competencies a result of training or experience 

• The organisational culture 

This is the final factor which is vitally important to the organisation. If management does not analysis this factor , they will never know why employees do or do not do certain things