Transforming Swarm into Organization
“It’s all about working
together”
• What is organizing as a
managerial responsibility?
• What are the most common types
of organization structures?
Vision, Mission, and Values
■ The foundation of an organization and
its future.
■ Govern the activity of an organization.
■ Vision: Aspire to be
■ Mission: Does
■ Values: Source of Energy (beliefs)
Organizational Goals and Objectives
● Ideally align with your vision statement.
● Use SMART formula
● Short – Middle – Long Terms
Challenging and Realistic
Organizational Strategies
● Like an Umbrella
● Matching organizational strengths and
opportunities
● Answer the question “How to achieve
the Goals”
Organizational Plans and Actions
● Specifies in detail who will do what, by
when, to make what changes happen.
● Note the resources needed, potential
barriers or resistance, and
collaborators.
● An action plan guides you to your
dream through "do-able" steps.
● To know what actions you should take
day by day.
Consider the following example
format for action your plan
Strategic Strategy Objective Responsibility Timeline
Goal
1. (Goal #1) 1.1 (first 1.1.1 (first (who’s going to (when the
strategy to objective to accomplish that implemente
reach Goal reach while objective) r is going to
#1)
● implementin be
g Strategy accomplish
● #1.1) that
objective)
Organizational Roles and Tasks
● Group
● Individuals
● Key Performance Indicators
Organizational Structure
● The framework and operating manual
that tells members how the
organization is put together and how it
works.
● Describes how members are accepted,
how leadership is chosen, and how
decisions are made.
● Clear guidelines; Binds members
together; Inevitable an organization.
Organizations
■ Efficiency Organization
■ Mechanistic
■ Vertical hierarchy
■ Routine tasks
■ Managerial authority
■ Learning Organization
■ Organic
■ Little hierarchy
■ Empowered employees
■ Participation and open information
Managerial Roles
● Top Management
● Determine goals, strategy, and design
● External and internal environment
● Middle Management
● Same role, but on a smaller scale
Designing Organizational Structure
● Owners of a company are called
shareholders.
● They elect directors (from among the
shareholders) to oversee business
operations.
● The directors hire officers to manage
the day-to-day operations.
ORGANIZATION STRUCTURES
Organizing As A Management Responsibility
● Organizing is one of the management
functions.
● Organization charts describe the formal
structures of organizations.
● Organizations also operate with
important informal structures.
● Informal structures have good points
and bad points.
ORGANIZATION STRUCTURES
Organizing As A Management Responsibility
● Organizing
● process of arranging people and resources to work
toward a common goal.
ORGANIZATION STRUCTURES
Organizing As A Management Responsibility
● Structure
● system of tasks, reporting relationships, and communication that links
people and positions within an organization.
● Organization Charts
● describe the formal structure, how an organization should ideally work.
ORGANIZATION STRUCTURES
Organizing As A Management Responsibility
● What You Can Learn from an Organization Chart
● Division of work - Positions and titles show work responsibilities.
● Supervisory relationships - Lines between positions show who reports to
whom in the chain of command.
● Span of control - The number of persons reporting to a supervisor.
● Communication channels - Lines between positions show routes for formal
communication flows.
● Major subunits - Which job titles are grouped together in work units,
departments, or divisions.
● Staff positions - Staff specialists that support other positions and parts of the
organization.
● Levels of management - The number of management layers from top to
bottom.
ORGANIZATION STRUCTURES
Organizing As A Management Responsibility
● Division of Labor
● People and groups performing different jobs
● Formal Structure
● The official structure of the organization
● Informal Structure
● the unofficial relationships that develop among
an organization’s members.
ORGANIZATION STRUCTURES
Organizing As A Management Responsibility
ORGANIZATION STRUCTURES
Organization Structures
● Functional structures group together people using
similar skills.
● Divisional structures group together people by
products, customers, or locations.
● Matrix structures combine the functional and divisional
structures.
● Team structures use many permanent and temporary
teams.
● Network structures extensively use strategic alliances
ORGANIZATION STRUCTURES
Functional Structures
● Departmentalization
● Grouping together people and jobs into one unit
● Functional Structures
● group together people using similar skills to perform
similar activities.
Potential Advantages of Functional Structures
• Economies of scale make efficient use of human resources.
• Functional experts are good at solving technical problems.
• Training within functions promotes skill development.
• Career paths are available within each function.
ORGANIZATION STRUCTURES
Functional Structures
ORGANIZATION STRUCTURES
Functional Structures
● Functional Chimneys Problem
● A lack of communication and coordination
across functional organizations
ORGANIZATION STRUCTURES
Divisional Structures
● Divisional structures group together
people who work on a similar product,
work in the same geographical region,
or serve the same customers.
Potential Advantages of Divisional Structures
•Expertise focused on special products, customers,
regions
•Better coordination across functions within divisions
•Better accountability for product or service delivery
•Easier to grow or shrink in size as conditions change
ORGANIZATION STRUCTURES
Divisional Structures
ORGANIZATION STRUCTURES
Customer & Matrix Structures
● Customer Structure
● Groups together people and jobs that serve
the same customers or clients
● Matrix Structure
● uses permanent cross functional teams to try
to gain the advantages of both the functional
and divisional approaches.
ORGANIZATION STRUCTURES
Matrix Structures
Potential Advantages of Matrix Structures
● Performance accountability rests with program, product, or project managers.
● Teams enable better communication and cooperation across functions.
● Teams make more decisions and solve more problems at their levels.
● Top managers spend more time on strategic issues.
● A cross-functional team brings together members from different functional
departments.
ORGANIZATION STRUCTURES
Team Structures
● Team Structures
● make extensive use of permanent and temporary
teams, often cross functional, to improve
communication, cooperation, and problem solving.
Potential Advantages of Team Structures
•Team assignments improve communication, cooperation,
and decision-making.
•Team members get to know each other as persons, not
just job titles.
•Team memberships boost morale, and increase
enthusiasm and task involvement.
ORGANIZATION STRUCTURES
Team Structures
ORGANIZATION STRUCTURES
Network Structures
● Network structures maintain a staff of core fulltime
employees and use contracted services and
strategic alliances to accomplish many business
needs.
ORGANIZATION STRUCTURES
Virtual Structures
● Virtual Structure
● Uses information technologies to operate as a
shifting network of alliances.
MANAGEMENT TIPS
Seven deadly sins of outsourcing:
1. Outsourcing activities that are part of the core competency
2. Outsourcing to untrustworthy vendors
3. Agreeing to unfavorable contracts with the vendor
4. Overlooking impact on existing employees
5. Not maintaining oversight; losing control to vendors
6. Overlooking hidden costs of managing contracts
7. Failing to anticipate need to change vendors or cease outsourcing
Organizational Chart Examples
4 steps to creating an
accountability chart
● Start with the three common elements
(Sales and Marketing, Operations,
Finance & Admin)
● Bucket the roles specific to your
business under the three departments
● Assign a person to each role
● Define your executive leadership
structure
Creating clear roles and
responsibilities
Job
Description
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Job Description
● The reviewed, edited, and
reformatted product of the job
analysis.
● Attempts to provide statements of
fact that describe the job as it is.
● Acts as a job contract that conveys
employee rights and establishes
corresponding obligations.
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Job Description
● It protects the employee and the
employer by letting the employee
know what is expected and what
must be accomplished.
● Comes in a variety of forms.
● May be used as a substitute for / or
by the job analysis.
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Definition Of Terms
● Position Work consisting of
responsibilities and duties
assignable to one
employee. (There are as
many positions as there are
employees - sometime even
more).
● Example: M. Jones,
Secretary-purchasing
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Definition Of Terms
Work consisting of
● Job responsibilities and duties
that are sufficiently alike to
justify being covered by a
single job analysis / job
description. Assignable to
one or more employees.
● Example:
Secretary-purchasing
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Definition Of Terms
● Class ● A group of jobs sufficiently
similar as to kinds of subject
matter; education and
experience requirements;
levels of difficulty,
complexity, and
responsibility; and
qualification requirements of
the work.
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Definition Of Terms
● A grouping of job classes having
similar job content but differing in
degree of difficulty, complexity ,
● Class-Serie and responsibility; level of skill;
s knowledge; and qualification
requirements. The jobs within a
class-series can form a career
ladder.
● Example: Secretarial Series I-IV
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Definition Of Terms
● Family ● Two or more class-series
within an organization that
have related or common
work content.
● Example: Administrative
Occupation (Secretary/
Clerical).
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Definition Of Terms
● A grouping of jobs or job
classes within a number
● Occupatio of different organizations
n that have similar skill,
effort, and responsibility
requirements.
● Example: Administrative
Occupation (Secretarial /
Clerical)
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Job Description
Multipurpose Applications
● Planning ● Organization
Design
It provides data ● Staffing Levels
for establishing
● Career Ladder
internal equity
and external ● Career Pathing
competitiveness.
● Job Design
● Pay System
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Job Description
Multipurpose Applications
● Recruiting And Screening
Operation
s ● Test Design
● Hiring And Placement
● Job Orientation
● Developing Operating
Procedures
● Training And
Development
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Job Description
Multipurpose Applications
● Control
● Performance Standards
Identifies acceptable levels of performance.
● Legal Requirements
Establishes valid, non-discriminatory standards
for each applicant or incumbent.
● Collective Bargaining
Sets the starting point for management to
establish valid pay differentials.
Elements Of The Job Description
● Job Identification
● Job Summary
● Job Definition
● Accountabilities
● Job
Specifications
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Job Identification
● Job Title ● Job Location
● Status (Exempt Vs ● Job Grade
Nonexempt) ● Evaluation
● Job Code Points
(Referencing ● Title Of
System) Supervisor
● Document Author, ● Pay Range
Approvals, And
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Job Summary
● A "word picture" of the job that
delineates its general characteristics,
listing only major functions or
activities.
● It is valuable to those who need a
quick overview of the job. It is
especially useful in job matching
when an organization is participating
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Job Summary
● It is important that a high level of
clarity be conveyed in a few words.
Code words are often used to
accomplish this goal, but they must
be used with a great deal of care to
avoid a mischaractorization of the job.
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The Job Definition
Responsibilities and Duties
This section identifies the primary
reasons for the existence of the job.
A responsibility is of sufficient
importance that "not" carrying out the
duties within it or performing them below
a minimally established standard will
critically affect the required results and
demand remedial actions by
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The Job Definition
Responsibility statements are
analyzed and listed separately and
each is subsequently supported by a
list of duties that further describe the
responsibilities.
The commonly accepted limit of
responsibilities per job is seven (7) but
it will vary with the complexity of the
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Job Responsibility / Duty
Statements
● Job The job responsibility
Analysis-Provi and duty statements
ded Job are typically, at this
Content Data
stage in the process,
the product of edited
job analysis data.
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Job Responsibility / Duty
Statements
After identifying the
● Ranking
responsibilities and
Responsibility
duties of a job, the
and Duty
Statements next step is to place
them in some kind of
order so that the
reader can obtain a
clear and concise
picture of the content
of the job.
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Accountabilities
● Briefly describes the major results
achieved in the satisfactory
performance of the job
responsibilities and duties.
● It acts as a guide for the goal-setting
process that integrates job
requirements with job-holder
contributions.
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Job Specifications
● Identifies the knowledge and skill
demands made on the incumbent
and the physical and emotional
conditions under which the
incumbent must work.
● The design of the job specification
section and the information it
provides relate to the kind of job
evaluation plan used by the
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Job Specifications
● When writing managerial job
descriptions, the specification
section may include such items as
people and dollar impact.
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Other Kinds Of Information Used In
Describing Jobs
● Conditions of Employment
● Environmental
● Reasonable Accommodations
● Knowledge, Skills, and Abilities
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Other Ways Of
Describing Job Facts
● Position Description
● Standard Operating Procedures
● Class Description
● Performance Standards
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Other Ways of Describing Job Facts
Class
Specification
Job
Description
Position
Description
SOP
Performan
ce
Standards
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Revising The Job Descriptions
The first rule in writing a job
description is that it must describe the
job as it is. However, as the job
changes it must be updated.
Much of the resistance experienced
with the use of job descriptions has its
genesis in organizations' failure to stay
abreast of job content changes.
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Revising The Job Descriptions
The person who should be given
primary responsibility for
maintaining the job description is the
incumbent.
Incumbent inputs to the revision of a
job description should be on an as
needed basis, with the major
monitoring responsibilities falling on
the immediate supervisor.
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Revising The Job Descriptions
All jobs should be reviewed at least
once a year, preferably in conjunction
with the annual performance review.
Audits should be scheduled once
every three to five years and that
responsibility lies with the human
resources department.
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Revising The Job Descriptions
The job description should never be
considered a straitjacket as to what
can be done by the jobholder.
Why do we need them?
● Communication
● Employees know what is expected in job
● Defines accountability
● Organizational Efficiency
● Helps eliminate duplication of responsibilities
● Identifies hiring criteria
Examples of Action Verbs
■ Reports
● Provides
■ Creates
● Reviews
■ Enters
● Assists
■ Directs
● Designs
● Schedules
■ Counsels
● Prepares ■ Coordinates
● Manages ■ Maintains
● Develops ■ Writes
Organizational Relationships
● Identify positions reporting directly
and indirectly to the position
● To what position(s) does this position
report
● List frequent and occasional contact,
i.e., employees, outside agencies.
Minimum Requirements
● Education/Experience
● Identify what education and experience are
minimally required to successfully carry out
the essential function of the job
● Remember to think in terms of the
“position” not the “person”
● Licenses, Certifications, etc.
Knowledge, Skills and Abilities
● Identify specific KSAs needed to
successfully perform the essential
functions of the job
● Only list the KSAs needed to achieve the
desired results, not those the ideal
candidate might possess
● Use examples from the job to help define
the KSAs concisely.
● Avoid using subjective modifiers, e.g., high
level, which have a different meaning for
each individual.
Examples of KSAs
● Ability to interact effectively with
visitors, administration, faculty and
staff
● Knowledge of applicable state and
federal laws and regulations
governing post-secondary education
● Skills in computer hardware repair
and troubleshooting
Knowledge, Skills, and Abilities
For detailed information and examples
of how to write knowledge, skills and
abilities, go to ?
Additional Desirable Qualifications
● Qualifications in addition to the
minimum requirements that would be
beneficial in successfully performing
the job
Working Conditions
● Physical Demands
● Physical activities
● Lifting weight and exerting force
● Vision requirements
● Work Environment
● Exposure to extreme conditions, i.e.
weather, chemicals
● Noise level
DESCRIPTIONS AVOID: 1
● Age
● Sex
● Race
● Religion
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DESCRIPTIONS AVOID: 2
● Ethnicity
● National Origin
● Sexual Orientation
● Marital Status
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DESCRIPTIONS AVOID: 3
● Disability/Health
● Dependent Care
Responsibilities
● Unnecessary
criteria
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DEVELOPING JOB DESCRIPTIONS:
JOB ANALYSIS, 1
● Check prior descriptions
● Have incumbent make notes,
diary, self-describe job
● Interview incumbent
● Interview co-workers
● Interview supervisor
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DEVELOPING JOB DESCRIPTIONS:
JOB ANALYSIS, 2
● Interview clients
● Use job description
instruments
● Consult Dictionary of
Occupational Titles
● Consult Index of Standard
Industrial Classification
● Get Reviews of Draft
Descriptions
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DEVELOPING JOB DESCRIPTIONS:
GUIDELINES: 1
● Focus on facts
● List important
behaviors
● List essential tasks
● Identify special skills
● Describe education,
experience, credentials
needed
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DEVELOPING JOB DESCRIPTIONS:
GUIDELINES: 2
● Summarize position in
organization and supervisor
● Don’t use to change positions
● Don’t use to punish people
● Do use to treat people
appropriately
● Do use to assign tasks
appropriately
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STAFFING
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Introduction
The managerial function of staffing
involves manning the organization
structure through proper and effective
selection, appraisal and development
of the personnel to fill the roles
assigned to the employers/workforce.
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"Staffing means filling
and keeping filled,
positions in the
organisation structure."
Harold
Koontz
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Nature of Staffing
Staffing is an important managerial
function.
Staffing is a pervasive activity.
Staffing is a continuous activity.
The basis of staffing function is
efficient management of personnel.
Staffing helps in placing right men at
the right job.
Staffing is performed by all managers .
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Systems Approach
Managerial External
requirement Plan environment
Internal
environment
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Manpower Planning
● Manpower Planning which is also called as
Human Resource Planning consists of
putting right number of people, right kind of
people at the right place, right time, doing
the right things for which they are suited for
the achievement of goals of the
organization
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Types of Recruitment
1. Internal Recruitment- is a recruitment
which takes place within the concern or
organization. Internal sources of
recruitment are readily available to an
organization.
a)Transfers
b)Promotions
c)Re-employment of ex-employees
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Continued..
2. External Recruitment- External sources of
recruitment have to be solicited from outside the
organization. But it involves lot of time and money.
a)Employment at factory level
b)Advertisement
c)Employment exchanges
d) Employment agencies
e)Educational Institutions
f)Recommendations
g)Labor contractors
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Employee Selection Process
Employee Selection is the process of
putting right men on right job. It is a
procedure of matching organizational
requirements with the skills and
qualifications of people.
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Different Process
Tests
Interviews
Assessment Centers
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Placement
● Once the candidates are selected for the required
job, they have to be fitted as per the qualifications.
● Placement is said to be the process of fitting the
selected person at the right job or place, i.e. fitting
square pegs in square holes and round pegs in
round holes.
● Once he is fitted into the job, he is given the
activities he has to perform and also told about his
duties.
