Материал: Management-and-Organization-Behavior

not without limitations. It consumes lot of time and therefore is an expensive exercise. Secondly, it emphasizes only quantity of solutions, which more often than not prove to be superficial. By overcoming the above limitations, a modern manager can use this as an effective tool.

2.Synectics: Synectics is a new concept developed by William J.J.Gordon. The term ‘synectics’ is derived from a Greek word which means “Fitting together of diverse elements”. It starts on the premise of encouraging that this concept encourages novel thinking for the development of alternatives through putting together different ideas which are distinct from each other. A given problem is presented to a group of people with different backgrounds and varied experiences.

It is the responsibility of the group leader to present the problem and lead the discussion in order to stimulate creative solutions. This approach ensures on the spot evaluation of ideas. The leader who is a technical expert assists the group in evaluating the feasibility of their ideas. Experience shows that synectics is less widely used than Brainstorming. When the problem is tough and challenging, this approach is used for effective decision-making.

3.Operations Research: The origin and development of operations research is attributed to military operations and applications during Second World War. The war put tremendous pressure on the use of available scarce resources for various strategic and tactical operations. The success of operations research in developing effective options is instrumental in making this approach dependable in decisionmaking process. Operations Research employs optimizing models like Linear Programming, Project Management, Inventory Control, Decision Theory and Waiting Line Theory.

Operations Research is the systematic method of studying the basic structure, functions and relationships of an organisation as an open system. It aims at developing optimal solution with limited resources in a given situation.

95

The six steps in its approach to problem solving are:

(a)identification of a problem;

(b)construction of a mathematical model to investigate the problem;

(c)developing a good solution;

(d)testing of the model in the light of the data available;

(e)identifying and setting up of control points;

(f)implementation of the option as a solution to a critical problem (putting a solution to work)

In essence, Operations Research attempts to develop the best solution that will contribute to organisational goals.

Review Questions

1.Define decision-making? Explain the basic characteristics of decision making process.

2.What are different types of decisions and explain their managerial implications.

3.Explain steps involved in the rational decision-making process.

4.“Absolute rationality in decision making is an illusion”. Critically examine the statement with examples.

***

96

Case Study

The day has finally come: Mr. Rajesh is to assume the position of President of Metro Manufacturing. Metro is a widely respected producer of high quality control mechanisms. When the previous president retired, Rajesh was identified as the likely choice for assuming the post. He was respected for his competence in the field and for his ability to work with employees at all levels of operations. Rajesh arrived at work early this morning, not so much to work but to think. As he sits behind his new executive desk, drinking a cup of coffee, his thoughts go back to his early days with Metro.

Twenty years ago Rajesh was just a young man right out of college with no business experience and a degree in industrial management. He was hired as an assistant foreman and was placed immediately on the production line. “Oh, those were the days”, he thought. “Seems like there was a problem that required solving every minute”. Thank goodness for the standard operating procedures manuals (SOP’s) and for a foreman who was patient enough to answer my questions, didn’t have to make too many critical decisions then. But I sure was putting out a lot of daily fires”.

As the nostalgia influence continues, Rajesh thinks back to the time when he was taken off the production line and promoted into middle management. “Things sure did change then”, he thought. As production manager, he had to think further into the future. As a foreman, Rajesh was primarily concerned with meeting daily production requirements. Now he had to plan weeks and even months in advance. The human and communication problems remained although it seems like the reports he had to write were longer. But, as he remembers, the major changes occurred because he had to do more creative thinking. Laughing to himself he thought about the time he went to the files to pull out on SOP for an unusual problem he had to confront and there was none. He was frustrated because he had to handle the problem with little assistance. But, as his analytical, decision-making, and conceptual ability increased, he found himself using his technical skills less and less.

Another cup of coffee provided the stimulus to think about the special promotion he made to vice-president of planning five year ago. It was a major hurdle in his life because he had been in heavy competition

97

with five well-qualified managers. He had heard through the grapevine that he had received the position because he was able to think for himself. But, even his past training did not fully prepare Rajesh for the demands of the job; he had to learn much of it on his own. Rather than thin months into the future, he now was required to envision years. Grinning, he remembered that at first he did not realize that there were so many people outside of production that he had to coordinate activities with. Marketing and finance had to be tied together with production. His conceptual and decision-making skills continued to increase. A long time ago, the benefits of the “good old” SOP’s lost their value.

But now, as Rajesh looks at his desk plate which says “President” new thoughts run through his mind. A whole new world opens to him now. He wonders what new requirements will be placed on him. A twinge of fear moves through his body as the thoughts of the new job take hold. What skills will be now needed to be successful?

Questions

1.As the President of Metro Manufacturing, what specific skills will Rajesh need to be effective?

2.How do the demands of different levels of responsibility change as manager progresses up the hierarchy of an organisation?

3.What general recommendations would you offer for Rajesh?

***

98

Chapter - II

Lesson - 9 : Organisation Structure And Design

Objectives

After Reading this lesion, you should be able to:

ӹUnderstand The Meaning Of Organizing;

ӹDescribe The Steps In Organizing Process;

ӹKnow The Process And Methods Of Departmentation; And

ӹDraw The Organization Chart Based On The Method Of Departmentation You Choose.

Lesson Outline

ӹSteps In Organizing Process

ӹOrganisation Structure

ӹChain Of Command

ӹSpan Of Management

ӹFunctional Departmentation

ӹProduct Depart Mention

ӹThe Matrix Structure

ӹReview Questions

The managerial function organizing may be understood as “defining and grouping the activities of the enterprise and establishing authority, responsibility and relationships among them”. It results in the creation of a structure most appropriate for the organization’s objectives and other internal and external factors. The best structure is the one that enables the organization to interact effectively with its environment, to efficiently channelize the efforts of its people, to make efficient use of its resources. Thus, while planning specifies the objectives, organizing facilitates the accomplishment of objectives.

99