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Organizing 3.1 Introduction Organizing is another important function of engineering management. Organizing means arranging and relating work so that it can be done efficiently by the appropriate people (Glushko 2013; Lewis 2014). Corporate efficiency is usually achieved by a proper partition and distribution of work, as well as by a suitable coordination between the interrelated groups of people participating in the work that is subject to time constraints, resource limitations, and business priority. Managers are empowered to design the organizational structure the team, group, department, and so on-and to define the working relationships conducive for attaining the company's objectives. Doing so will • Ensure that important work gets done in priority order • Provide continuity • Form the basis for wage and salary administration • Aid delegation • Facilitate communication • Promote growth and diversification • Encourage teamwork by minimizing personality conflicts and other problems • Stimulate creativity It is generally true that dedicated people can make any organization work. However, dedicated people in well-organized units can get outstanding work done. Bernard Russell said, "Too little liberty brings stagnation and too much brings chaos." This chapter compares several basic forms of organizational structures commonly employed in industry. Special emphasis is placed on teams composed of cross-functional members. Illustrative examples are included for specific organizational structures, which are used to enhance innovation, resolve conflicts at the interface between design and manufacturing, promote collaboration at the interface between research and development (R&D) and marketing, and foster employee motivation. The critical managerial tasks of assigning responsibilities while maintaining control and establishing work relationships are also discussed.

Organizing 3.1 Introduction Organizing is another important function of engineering management. Organizing means arranging and relating work so that it can be done efficiently by the appropriate people (Glushko 2013; Lewis 2014). Corporate efficiency is usually achieved by a proper partition and distribution of work, as well as by a suitable coordination between the interrelated groups of people participating in the work that is subject to time constraints, resource limitations, and business priority. Managers are empowered to design the organizational structure the team, group, department, and so on-and to define the working relationships conducive for attaining the company's objectives. Doing so will • Ensure that important work gets done in priority order • Provide continuity • Form the basis for wage and salary administration • Aid delegation • Facilitate communication • Promote growth and diversification • Encourage teamwork by minimizing personality conflicts and other problems • Stimulate creativity It is generally true that dedicated people can make any organization work. However, dedicated people in well-organized units can get outstanding work done. Bernard Russell said, "Too little liberty brings stagnation and too much brings chaos." This chapter compares several basic forms of organizational structures commonly employed in industry. Special emphasis is placed on teams composed of cross-functional members. Illustrative examples are included for specific organizational structures, which are used to enhance innovation, resolve conflicts at the interface between design and manufacturing, promote collaboration at the interface between research and development (R&D) and marketing, and foster employee motivation. The critical managerial tasks of assigning responsibilities while maintaining control and establishing work relationships are also discussed.

Practical Management Science
Practical Management Science
6th Edition
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:WINSTON, Wayne L.
Chapter2: Introduction To Spreadsheet Modeling
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Need help to explain this introduction part of Organizing,for report.Thanks

Subject: Engineering management

Organizing 3.1 Introduction Organizing is another important function of engineering management. Organizing means arranging and relating work so that it can be done efficiently by the appropriate people (Glushko 2013; Lewis 2014). Corporate efficiency is usually achieved by a proper partition and distribution of work, as well as by a suitable coordination between the interrelated groups of people participating in the work that is subject to time constraints, resource limitations, and business priority. Managers are empowered to design the organizational structure the team, group, department, and so on-and to define the working relationships conducive for attaining the company's objectives. Doing so will • Ensure that important work gets done in priority order • Provide continuity • Form the basis for wage and salary administration • Aid delegation • Facilitate communication • Promote growth and diversification • Encourage teamwork by minimizing personality conflicts and other problems • Stimulate creativity It is generally true that dedicated people can make any organization work. However, dedicated people in well-organized units can get outstanding work done. Bernard Russell said, "Too little liberty brings stagnation and too much brings chaos." This chapter compares several basic forms of organizational structures commonly employed in industry. Special emphasis is placed on teams composed of cross-functional members. Illustrative examples are included for specific organizational structures, which are used to enhance innovation, resolve conflicts at the interface between design and manufacturing, promote collaboration at the interface between research and development (R&D) and marketing, and foster employee motivation. The critical managerial tasks of assigning responsibilities while maintaining control and establishing work relationships are also discussed.
Transcribed Image Text:Organizing 3.1 Introduction Organizing is another important function of engineering management. Organizing means arranging and relating work so that it can be done efficiently by the appropriate people (Glushko 2013; Lewis 2014). Corporate efficiency is usually achieved by a proper partition and distribution of work, as well as by a suitable coordination between the interrelated groups of people participating in the work that is subject to time constraints, resource limitations, and business priority. Managers are empowered to design the organizational structure the team, group, department, and so on-and to define the working relationships conducive for attaining the company's objectives. Doing so will • Ensure that important work gets done in priority order • Provide continuity • Form the basis for wage and salary administration • Aid delegation • Facilitate communication • Promote growth and diversification • Encourage teamwork by minimizing personality conflicts and other problems • Stimulate creativity It is generally true that dedicated people can make any organization work. However, dedicated people in well-organized units can get outstanding work done. Bernard Russell said, "Too little liberty brings stagnation and too much brings chaos." This chapter compares several basic forms of organizational structures commonly employed in industry. Special emphasis is placed on teams composed of cross-functional members. Illustrative examples are included for specific organizational structures, which are used to enhance innovation, resolve conflicts at the interface between design and manufacturing, promote collaboration at the interface between research and development (R&D) and marketing, and foster employee motivation. The critical managerial tasks of assigning responsibilities while maintaining control and establishing work relationships are also discussed.
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