This document discusses different types of organizational structures and their key characteristics. It describes line, staff, and functional structures, as well as formal and informal structures. Matrix structures are discussed as being complex with dual reporting relationships that can cause conflicts. The document also covers topics like uniformity vs. diversity in structures, centralization vs. decentralization of power and authority, and different types of networks.

1. Organizational Structure
Dr. Amjad Idries

2. Structure should take care of:
• Tasks and reporting;
• Role and position;
• Accountability;
• Performance measures;

3. Structure should take care of:
• Procedures and rules;
• Communication;
• Control and coordination;
• Responsive for (market diversity) & (client
needs)

4. Types of structures:
(1)Line: direct vertical relations (authority and
communication, reporting)
(2) Staff: no additional level of hierarchy only
advisory role (no authority)
(3) Functional: modified staff structure, line
managers take orders from staff departments
discuss the role of: authority, responsibility, accountability

5. Line structure

6. Staff structure

7. Functional structure

8. Types of structures:
• Formal & informal: formal based on authority
and formal communication channels. Informal
is spontaneous based on power and informal
communications.

9. Matrix structures:
• Complex tasks, flexible, considerations for
reporting relations with two superiors for
projects management.
• Advantages: decrease overhead cost, more
focusing on project, director focus on the
services and manager on the staff
• Disadvantage: Dual reporting may cause
conflicts, difficulty in contribution reporting,
limited promotion

10. Matrix structure

11. Changing the organizational
structure and strategic direction

12. Uniformity:
• Homogeneous,
• Standardization of things,
• Centralization of control,
• Cost saving,
• Ease of employment and interchangeability,
• Suitable for simple specialized systems

13. Diversity:
• Specialization,
• Decentralization,
• Uncertainty,
• Suitable for (in case of regional or product or customer
or goal diversity) variety,
• Increase the motivation and satisfaction,
• Lead to diversification,
• Better budget behavior

14. Centralization-Decentralization:
• Distribution of power (de-concentration):
transfer authority and functions down,
• Delegation: transfer executive power to staff,
• Devolution: transfer of management functions.
• Advantages of DC: cost consciousness and
accountability increased,
• Disadvantage of DC: skills and capacity, politics,
corruption, costly

15. Networks:
• Dominated or equal-partner networks, needs
for networking, between different partners,
• Virtual organizations: (lack of physical
structure, only communication, mobile work,
boundary-less legality, flexible and responsive