By Rosemary Stewart
Aiming to aid the training supervisor in any form of association, this e-book discusses and illustrates: the most judgements to be made in developing or editing a firm; the commonest organizational difficulties; and what will be performed to avoid or right them.
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Additional info for The Reality of Organizations: A Guide for Managers
Example text
Managers must think about personalities, but they also need to think about jobs and about the demands that these jobs make on people. This means thinking both about the nature of the work that has to be done and about how this work can best be allocated. The analysis of work is now carried out by specialists in work study, in organization and methods, and by personnel staff trained in job analysis. These techniques are described in the appropriate specialist books. The aim of this chapter is to discuss the questions that managers should ask themselves before they make use of such techniques.
140. Eliot D. Chapple and Leonard R. 18ff. Donald E. 243-8. Rosemary Stewart, Choices for the Manager: A Guide to Managerial Work and Behaviour, McGraw-Hill, 1982, PrenticeHall, 1982. 3 How to group activities Jobs in organizations cannot exist in isolation. They have to be related to each other. This is called 'grouping' or, an unappealing word, 'departmentalization'. This chapter is about the different ways in which work can be grouped and the criteria that managers should use to help them decide which is the most appropriate for their circumstances.
Some forms of grouping are much more likely than others to generate conflict between individuals and groups, so the avoidance of conflict is another criterion. In some organizations an adequate understanding of local conditions will also be valuable. The relative importance of these different criteria will depend upon the aims of the organization. Matrix, a new form of grouping developed in American aerospace companies in the 1960s, has been adopted in some complex organizations. It combines two forms of grouping, such as a functional department and a project team, so that an individual reports to two bosses.