SlideShare a Scribd company logo
1 of 102
Download to read offline
Learning organization
Flow of presentation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],01/02/10
DEVIKA SHINDE Roll No. – p-34
General introduction to Organizational theories and design
What is Organizational Design ,[object Object],[object Object]
Key elements of organizational designs: Departmentalization Span of Control Work Specialization Chain of Command Authority and  Responsibility Centralization vs.  Decentralization
Organizational Theories ,[object Object]
Classical & Neoclassical Theory ,[object Object],[object Object]
Differentiation
Differentiation ,[object Object],[object Object]
Example ,[object Object]
Organizational Role ,[object Object],[object Object],[object Object]
Contd….. ,[object Object],[object Object]
Sub units ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Sub-units ,[object Object]
Vertical and horizontal differentiation ,[object Object],[object Object],[object Object]
[object Object],01/02/10
Balancing differentiation & integration
What is differentiation? ,[object Object]
Challenges of horizontal differentiation  ,[object Object],[object Object],[object Object],[object Object],[object Object]
What is integration? ,[object Object]
7-integrating mechanism ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Hierarchy of authority ,[object Object],[object Object],[object Object]
Liaison team Marketing Production
Team Force or Team Engineering Marketing R & D Sales Production
Integrating Role or Department Computer  Hardware Division Integration Role or  Department Application Division Computer Software Division
Differentiation & Integration-key aspects Differentiation Integration A highly complex, highly differentiated organization needs high level of integration An organization that has a relatively  simple, clearly defined role structure needs to use only simple integrating mechanism  Expensive –in terms of the number of  managers employed & the amount of managerial time spent on coordinating organizational activities. Unnecessary investment
Summary  ,[object Object],[object Object]
[object Object]
What is Centralization? ,[object Object]
What is Decentralization? ,[object Object]
Centralization  Advantages  Disadvantages  Top managers coordinate  organizational activities  effectively & keep the organization focused on its goal. Top management become overloaded  & need to take care of day-to-day activities & cannot focus on long term decision making Lower hierarchy-afraid to make news or express their ideas Hierarchy of authority  exists , people are constantly looking to their superiors for help.
Decentralization Advantages  Disadvantages  Promotes flexible & responsiveness by allowing subordinate to make on the spot decisions Planning & coordination becomes more difficult Motivates to perform the best Personal goals & objectives can be pursed at the expense of organization
SUKHADA p17
Standardization ,[object Object]
Mutual adjustment. ,[object Object]
Balancing standardization & Mutual adjustment ,[object Object],[object Object],[object Object],[object Object]
[object Object]
[object Object],[object Object]
[object Object],[object Object]
Socialization ,[object Object],[object Object],01/02/10
Standardization Vs Mutual adjustment Manager facing the challenge of balancing  the need for standardization  against need for mutual adjustments
PUJA a. govikar Roll no. p-9
Mechanistic and Organic Organizational Structure `
Mechanistic structure ,[object Object],[object Object],[object Object],[object Object]
Mechanistic structure cont. ,[object Object],[object Object],[object Object],[object Object],[object Object]
Organic Structure ,[object Object],[object Object],[object Object],[object Object]
Organic Structure cont. ,[object Object],[object Object],[object Object],[object Object],[object Object]
Mechanistic  v/s Organic Structure 01/02/10 Mechanistic Organic Individual Specialization Joint Specialization Simple Integration Complex integration Centralization Decentralization Standardization Mutual Adjustment
Mechanistic  v/s Organic Structure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Contingency Approach to Organizational Design ,[object Object],[object Object],[object Object]
Tom burns and G.M. Stalker theory ,[object Object],[object Object]
McDonald Changing Environment ,[object Object],[object Object],[object Object],[object Object]
Organizational Structure ,[object Object],[object Object]
Solution McDonalds came up with.. ,[object Object],[object Object],[object Object]
Identify the organization structure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
DHANRAJ P16
Functional structure ,[object Object],01/02/10
Functional structure 01/02/10
Functional structure ,[object Object],[object Object],[object Object],[object Object],[object Object],01/02/10
Functional structure ,[object Object],[object Object],[object Object],[object Object],[object Object],01/02/10
Control problems  01/02/10
continue 01/02/10
Divisional structure ,[object Object],01/02/10
Types of Divisional structure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],01/02/10
ANANDITA C 34
Divisional Structures Functions according to the specific demands of products, markets, or customers.
Divisional Structures 01/02/10
Divisional Structure I ,[object Object],[object Object],01/02/10
I) Product structures ,[object Object],01/02/10
Types of product structures 01/02/10
a) Product Division Structure ,[object Object],[object Object],[object Object],[object Object],[object Object],01/02/10
Product Division Structure 4-19 Large Food Processor – E.g. Heinz 01/02/10 Vice President Sales and Marketing Vice President Research and Development Vice President Materials Management CEO Vice President Finance PDM PDM PDM PDM Centralized support functions Divisions
Product Division Structure – Contd. ,[object Object],[object Object],[object Object],[object Object],[object Object],01/02/10
b) Multidivisional Structure ,[object Object],[object Object],[object Object],[object Object],01/02/10
Multidivisional Structure. Consumer Products Company. Corporate Managers CEO Divisional Managers Senior VP Marketing Senior VP Finance Senior VP Materials Management Senior VP Research and Development Functional Managers Corporate Headquarters Staff Division B Support functions Division D Support functions Division A Support functions Support functions Division C 4-21 01/02/10
COMPARISON 01/02/10 MULTIDIVISIONAL STRUCTURE PRODUCT DIVISION STRUCTURE Independence of each division – self contained. Divisions shares the services of a set of centralized functions. New level of management – a corporate head quarters staff – adds more control.  No such level – control is lesser. Structure is designed to allow a Company to operate in many different businesses. Structure can only be used to control the activities of a Company that is operating in one business or Industry.
ADVANTAGES ,[object Object],[object Object],[object Object],[object Object],01/02/10
DISADVANTAGES ,[object Object],[object Object],[object Object],[object Object],[object Object],01/02/10
Product Team Structure ,[object Object],[object Object],[object Object],01/02/10
Product Team Structure. 4-29 01/02/10 Product Division Product Division CEO Functions Product Development Teams Product Division V ice President Research and Development V ice President Sales and Marketing V ice President Manufacturing V ice   President Finance Functional specialist V ice   President Materials Management PTM Product Team Manager PTM PTM PTM
Product Team Structure…Contd. ,[object Object],[object Object],[object Object],[object Object],[object Object],01/02/10
Divisional Structure II 01/02/10 ,[object Object],[object Object],[object Object],[object Object],[object Object]
Geographic Structure 4-31 01/02/10 Regional Operations Regional Operations Regional Operations Regional Operations CEO Central Support Functions Individual stores
Divisional Structure III ,[object Object],[object Object],[object Object],01/02/10
Market Structure 01/02/10 Commercial Division Consumer Division Government Division Corporate Division CEO Central Support Functions
JAYASHREE C43
MATRIX STRUCTURE
Matrix Structure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],01/02/10
01/02/10 Matrix Structure CEO V ice President Engineering V ice President Finance V ice President Purchasing V ice President Sales and Marketing V ice President Research and Development Product A Manager Product B Manager Product C Manager Product D Manager Product Team Two-boss employee
Advantages of a Matrix  Structure ,[object Object],[object Object],[object Object],[object Object],01/02/10
Disadvantages of a Matrix  Structure ,[object Object],[object Object],[object Object],[object Object],01/02/10
Multidivisional Matrix Structure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],01/02/10
01/02/10 Multidivisional Matrix Structure CEO Senior Vice President Marketing Senior Vice President Finance Senior Vice President Research and Development Senior Vice President Materials Management Automobile Products Division Personal Computer Division Consumer Electronics Division
Network Structure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],01/02/10
Network Structure Network structures often result from outsourcing. Outsourcing  is the process of  moving  activities that were previously performed  inside the organization to the outside  (where they are done by other companies). 01/02/10
Advantages of Network  Structure ,[object Object],[object Object],[object Object],[object Object],01/02/10
Disadvantages of Network  Structure ,[object Object],[object Object],[object Object],01/02/10
Boundaryless Organization ,[object Object],01/02/10
[object Object],01/02/10
Bibliography  ,[object Object],01/02/10
01/02/10

More Related Content

What's hot

Organizational strategy
Organizational strategy Organizational strategy
Organizational strategy Tyler Johnson
 
8684792 od-interventions 2
8684792 od-interventions 28684792 od-interventions 2
8684792 od-interventions 2monicadadrah
 
Organization structure & design by arun verma
Organization structure & design by arun vermaOrganization structure & design by arun verma
Organization structure & design by arun vermaArun Verma
 
2. the organization development practitioner
2. the organization development practitioner2. the organization development practitioner
2. the organization development practitionerSaurav Tripathi
 
Evolution of the strategic management
Evolution of the strategic managementEvolution of the strategic management
Evolution of the strategic managementvarsha nihanth lade
 
Chapter i introduction to strategic management
Chapter i  introduction  to strategic managementChapter i  introduction  to strategic management
Chapter i introduction to strategic managementSuzana Vaidya
 
Strategic Management - Lecture 1
Strategic Management - Lecture 1Strategic Management - Lecture 1
Strategic Management - Lecture 1jillmitchell8778
 
Strategic managemnet process ppt
Strategic managemnet process pptStrategic managemnet process ppt
Strategic managemnet process pptMUHAMMAD HASRATH
 
Competencies of an effective OD practitioner - Organizational Change and Dev...
Competencies of an effective OD practitioner -  Organizational Change and Dev...Competencies of an effective OD practitioner -  Organizational Change and Dev...
Competencies of an effective OD practitioner - Organizational Change and Dev...manumelwin
 
Chapter 4 the internal assessment
Chapter 4   the internal assessmentChapter 4   the internal assessment
Chapter 4 the internal assessmentMervyn Maico Aldana
 
Oc 6440 organization process approaches
Oc 6440 organization process approachesOc 6440 organization process approaches
Oc 6440 organization process approacheslindseygibsonphd
 

What's hot (20)

Organizational strategy
Organizational strategy Organizational strategy
Organizational strategy
 
Unit 4 Strategy Implementation
Unit 4 Strategy Implementation Unit 4 Strategy Implementation
Unit 4 Strategy Implementation
 
8684792 od-interventions 2
8684792 od-interventions 28684792 od-interventions 2
8684792 od-interventions 2
 
Organization structure & design by arun verma
Organization structure & design by arun vermaOrganization structure & design by arun verma
Organization structure & design by arun verma
 
OPERATION STRATEGY
OPERATION STRATEGYOPERATION STRATEGY
OPERATION STRATEGY
 
2. the organization development practitioner
2. the organization development practitioner2. the organization development practitioner
2. the organization development practitioner
 
Evolution of the strategic management
Evolution of the strategic managementEvolution of the strategic management
Evolution of the strategic management
 
Chapter i introduction to strategic management
Chapter i  introduction  to strategic managementChapter i  introduction  to strategic management
Chapter i introduction to strategic management
 
Contemporary management theory
Contemporary management theoryContemporary management theory
Contemporary management theory
 
Strategic Management - Lecture 1
Strategic Management - Lecture 1Strategic Management - Lecture 1
Strategic Management - Lecture 1
 
Basic Dimensions in organizations
Basic Dimensions in organizationsBasic Dimensions in organizations
Basic Dimensions in organizations
 
Strategic managemnet process ppt
Strategic managemnet process pptStrategic managemnet process ppt
Strategic managemnet process ppt
 
Competencies of an effective OD practitioner - Organizational Change and Dev...
Competencies of an effective OD practitioner -  Organizational Change and Dev...Competencies of an effective OD practitioner -  Organizational Change and Dev...
Competencies of an effective OD practitioner - Organizational Change and Dev...
 
Chapter 4 the internal assessment
Chapter 4   the internal assessmentChapter 4   the internal assessment
Chapter 4 the internal assessment
 
Organisational analysis
Organisational analysisOrganisational analysis
Organisational analysis
 
Organizational Development
Organizational DevelopmentOrganizational Development
Organizational Development
 
Strategy formulation
Strategy formulationStrategy formulation
Strategy formulation
 
STRATEGIC MANAGEMENT
STRATEGIC MANAGEMENTSTRATEGIC MANAGEMENT
STRATEGIC MANAGEMENT
 
Oc 6440 organization process approaches
Oc 6440 organization process approachesOc 6440 organization process approaches
Oc 6440 organization process approaches
 
Organisational Learning
Organisational LearningOrganisational Learning
Organisational Learning
 

Viewers also liked

Organization theories
Organization theoriesOrganization theories
Organization theoriesSSBinny
 
Introduction To Organization Fundamentals Ppt Presentation Eashwer
Introduction To  Organization   Fundamentals   Ppt Presentation   EashwerIntroduction To  Organization   Fundamentals   Ppt Presentation   Eashwer
Introduction To Organization Fundamentals Ppt Presentation EashwerChockalingam Eswaramurthi
 
Organizational Structure and Culture
Organizational Structure and CultureOrganizational Structure and Culture
Organizational Structure and CultureGamze Saba
 
Organizational Change and Development
Organizational Change and DevelopmentOrganizational Change and Development
Organizational Change and DevelopmentRajat Gupta
 
Organization Development
Organization DevelopmentOrganization Development
Organization DevelopmentAman Arora
 
PPT conflict management
PPT conflict managementPPT conflict management
PPT conflict managementITC Limited
 
Conflict management ppt
Conflict management pptConflict management ppt
Conflict management pptPradeep Yadav
 

Viewers also liked (7)

Organization theories
Organization theoriesOrganization theories
Organization theories
 
Introduction To Organization Fundamentals Ppt Presentation Eashwer
Introduction To  Organization   Fundamentals   Ppt Presentation   EashwerIntroduction To  Organization   Fundamentals   Ppt Presentation   Eashwer
Introduction To Organization Fundamentals Ppt Presentation Eashwer
 
Organizational Structure and Culture
Organizational Structure and CultureOrganizational Structure and Culture
Organizational Structure and Culture
 
Organizational Change and Development
Organizational Change and DevelopmentOrganizational Change and Development
Organizational Change and Development
 
Organization Development
Organization DevelopmentOrganization Development
Organization Development
 
PPT conflict management
PPT conflict managementPPT conflict management
PPT conflict management
 
Conflict management ppt
Conflict management pptConflict management ppt
Conflict management ppt
 

Similar to Learning organization structure and design

Basic challenge-of-organizational-design meily
Basic challenge-of-organizational-design meilyBasic challenge-of-organizational-design meily
Basic challenge-of-organizational-design meilyIrshad Ahmed
 
Organizational Design - Soumyaa Srikrishna
Organizational Design - Soumyaa SrikrishnaOrganizational Design - Soumyaa Srikrishna
Organizational Design - Soumyaa SrikrishnaSrikrishna Narasimhan
 
Evolution-and-Foundation-of-Management.pptx
Evolution-and-Foundation-of-Management.pptxEvolution-and-Foundation-of-Management.pptx
Evolution-and-Foundation-of-Management.pptxdalyn5
 
Module 3 Group Presentation.pptx
Module 3 Group Presentation.pptxModule 3 Group Presentation.pptx
Module 3 Group Presentation.pptxVarunPrem
 
Lec 5 Structure (Basics) 186
Lec 5  Structure (Basics) 186Lec 5  Structure (Basics) 186
Lec 5 Structure (Basics) 186Ravi Soni
 
Ch04 - Organisation theory design and change gareth jones
Ch04 - Organisation theory design and change gareth jonesCh04 - Organisation theory design and change gareth jones
Ch04 - Organisation theory design and change gareth jonesAnkit Kesri
 
Organizational Behavior & Organization Designs
Organizational Behavior & Organization Designs  Organizational Behavior & Organization Designs
Organizational Behavior & Organization Designs Abdullah Razaq
 
THE ORGANISING FUNCTION.pptx
THE ORGANISING FUNCTION.pptxTHE ORGANISING FUNCTION.pptx
THE ORGANISING FUNCTION.pptxnicholas910807
 
Organizational Structures (on the basis of functions & Divisions)
Organizational Structures (on the basis of functions & Divisions) Organizational Structures (on the basis of functions & Divisions)
Organizational Structures (on the basis of functions & Divisions) Deepika Malhotra
 
Management 9 chapter Organizational Structure & Design
Management 9 chapter                        Organizational Structure & DesignManagement 9 chapter                        Organizational Structure & Design
Management 9 chapter Organizational Structure & DesignIlhaan Marwat
 
Stu R C8e Ch10
Stu R C8e Ch10Stu R C8e Ch10
Stu R C8e Ch10D
 
Flat organisations
Flat organisationsFlat organisations
Flat organisationsBimal Antony
 
Implemen orga change ' ch. 2 ' 09.2013 ' wam
Implemen orga change ' ch. 2 ' 09.2013 ' wamImplemen orga change ' ch. 2 ' 09.2013 ' wam
Implemen orga change ' ch. 2 ' 09.2013 ' wamWalter Mareovich
 
OD interventions and their implications
OD interventions and their implicationsOD interventions and their implications
OD interventions and their implicationssurabhi agarwal
 
LS 607 Managing Organizational Change chapter 2
LS 607 Managing Organizational Change chapter 2LS 607 Managing Organizational Change chapter 2
LS 607 Managing Organizational Change chapter 2BHUOnlineDepartment
 

Similar to Learning organization structure and design (20)

Basic challenge-of-organizational-design meily
Basic challenge-of-organizational-design meilyBasic challenge-of-organizational-design meily
Basic challenge-of-organizational-design meily
 
BUS137 Chapter 6
BUS137 Chapter 6 BUS137 Chapter 6
BUS137 Chapter 6
 
Organizational Design - Soumyaa Srikrishna
Organizational Design - Soumyaa SrikrishnaOrganizational Design - Soumyaa Srikrishna
Organizational Design - Soumyaa Srikrishna
 
Evolution-and-Foundation-of-Management.pptx
Evolution-and-Foundation-of-Management.pptxEvolution-and-Foundation-of-Management.pptx
Evolution-and-Foundation-of-Management.pptx
 
Module 3 Group Presentation.pptx
Module 3 Group Presentation.pptxModule 3 Group Presentation.pptx
Module 3 Group Presentation.pptx
 
Lec 5 Structure (Basics) 186
Lec 5  Structure (Basics) 186Lec 5  Structure (Basics) 186
Lec 5 Structure (Basics) 186
 
Ch04 - Organisation theory design and change gareth jones
Ch04 - Organisation theory design and change gareth jonesCh04 - Organisation theory design and change gareth jones
Ch04 - Organisation theory design and change gareth jones
 
Organizational Behavior & Organization Designs
Organizational Behavior & Organization Designs  Organizational Behavior & Organization Designs
Organizational Behavior & Organization Designs
 
Learning organizations
Learning organizationsLearning organizations
Learning organizations
 
THE ORGANISING FUNCTION.pptx
THE ORGANISING FUNCTION.pptxTHE ORGANISING FUNCTION.pptx
THE ORGANISING FUNCTION.pptx
 
Management1.6
Management1.6Management1.6
Management1.6
 
Organizational Structures (on the basis of functions & Divisions)
Organizational Structures (on the basis of functions & Divisions) Organizational Structures (on the basis of functions & Divisions)
Organizational Structures (on the basis of functions & Divisions)
 
Management 9 chapter Organizational Structure & Design
Management 9 chapter                        Organizational Structure & DesignManagement 9 chapter                        Organizational Structure & Design
Management 9 chapter Organizational Structure & Design
 
Mo 2b
Mo 2bMo 2b
Mo 2b
 
Stu R C8e Ch10
Stu R C8e Ch10Stu R C8e Ch10
Stu R C8e Ch10
 
Flat organisations
Flat organisationsFlat organisations
Flat organisations
 
Implemen orga change ' ch. 2 ' 09.2013 ' wam
Implemen orga change ' ch. 2 ' 09.2013 ' wamImplemen orga change ' ch. 2 ' 09.2013 ' wam
Implemen orga change ' ch. 2 ' 09.2013 ' wam
 
OD interventions and their implications
OD interventions and their implicationsOD interventions and their implications
OD interventions and their implications
 
LS 607 Managing Organizational Change chapter 2
LS 607 Managing Organizational Change chapter 2LS 607 Managing Organizational Change chapter 2
LS 607 Managing Organizational Change chapter 2
 
Chapter08
Chapter08Chapter08
Chapter08
 

More from Jayashree Prabhu

More from Jayashree Prabhu (20)

Lessons to be learned in recession
Lessons to be learned in recessionLessons to be learned in recession
Lessons to be learned in recession
 
Lessons To Be Learned In Recession
Lessons To Be Learned In RecessionLessons To Be Learned In Recession
Lessons To Be Learned In Recession
 
HR Practices in Fedex
HR Practices in FedexHR Practices in Fedex
HR Practices in Fedex
 
Recruitment & selection
Recruitment & selection Recruitment & selection
Recruitment & selection
 
Business Ethics
Business EthicsBusiness Ethics
Business Ethics
 
Venture Capitalist
Venture CapitalistVenture Capitalist
Venture Capitalist
 
Research Methodology on cosmetics
Research Methodology on cosmeticsResearch Methodology on cosmetics
Research Methodology on cosmetics
 
Social welfare initiatives in JSW
Social welfare initiatives in JSWSocial welfare initiatives in JSW
Social welfare initiatives in JSW
 
Lijjat Papad
Lijjat PapadLijjat Papad
Lijjat Papad
 
Legal & Ethical Perspectives In Pa
Legal & Ethical Perspectives In PaLegal & Ethical Perspectives In Pa
Legal & Ethical Perspectives In Pa
 
Role Of Assessor In Ac
Role Of Assessor In AcRole Of Assessor In Ac
Role Of Assessor In Ac
 
Globalisation
GlobalisationGlobalisation
Globalisation
 
Nestle Economic Envirnment
Nestle Economic EnvirnmentNestle Economic Envirnment
Nestle Economic Envirnment
 
Pepsico
PepsicoPepsico
Pepsico
 
Hr Audit
Hr AuditHr Audit
Hr Audit
 
Women Entreprenuer
Women EntreprenuerWomen Entreprenuer
Women Entreprenuer
 
Diagnostics & Healthcare
Diagnostics & HealthcareDiagnostics & Healthcare
Diagnostics & Healthcare
 
Change Management in the organization
Change Management in the organizationChange Management in the organization
Change Management in the organization
 
Final Training
Final TrainingFinal Training
Final Training
 
Workmens Compensation Act
Workmens Compensation ActWorkmens Compensation Act
Workmens Compensation Act
 

Recently uploaded

Driving Business Impact for PMs with Jon Harmer
Driving Business Impact for PMs with Jon HarmerDriving Business Impact for PMs with Jon Harmer
Driving Business Impact for PMs with Jon HarmerAggregage
 
Mastering performance conversations presented by Heli Nehama Ozery and hosted...
Mastering performance conversations presented by Heli Nehama Ozery and hosted...Mastering performance conversations presented by Heli Nehama Ozery and hosted...
Mastering performance conversations presented by Heli Nehama Ozery and hosted...dawncurless
 
Saffron and Dates opportunities from Iran .pdf
Saffron and Dates opportunities from Iran .pdfSaffron and Dates opportunities from Iran .pdf
Saffron and Dates opportunities from Iran .pdfRezaSeif2
 
EQX-PPT-20240405-CorporateDeck-slideshare
EQX-PPT-20240405-CorporateDeck-slideshareEQX-PPT-20240405-CorporateDeck-slideshare
EQX-PPT-20240405-CorporateDeck-slideshareEquinox Gold Corp.
 
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...Aggregage
 
How to Conduct a Service Gap Analysis for Your Business
How to Conduct a Service Gap Analysis for Your BusinessHow to Conduct a Service Gap Analysis for Your Business
How to Conduct a Service Gap Analysis for Your BusinessHelp Desk Migration
 
Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...
Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...
Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...PRnews2
 
PG webinar series 2024_For the organisation or against it? How change agents ...
PG webinar series 2024_For the organisation or against it? How change agents ...PG webinar series 2024_For the organisation or against it? How change agents ...
PG webinar series 2024_For the organisation or against it? How change agents ...DanielleTucker19
 
Financial Statements Guide for Small Businesses:
Financial Statements Guide for Small Businesses:Financial Statements Guide for Small Businesses:
Financial Statements Guide for Small Businesses:DoshiAccountants1
 
Version Bravo- The Springboard for Navy SEAL entrepreneurship, cohort 003
Version Bravo- The Springboard for Navy SEAL entrepreneurship, cohort 003Version Bravo- The Springboard for Navy SEAL entrepreneurship, cohort 003
Version Bravo- The Springboard for Navy SEAL entrepreneurship, cohort 003Levi Shapiro
 
Paul Turovsky - Real Estate Professional
Paul Turovsky - Real Estate ProfessionalPaul Turovsky - Real Estate Professional
Paul Turovsky - Real Estate ProfessionalPaul Turovsky
 
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...Hector Del Castillo, CPM, CPMM
 
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdfGUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdfDanny Diep To
 
Device Management via Intune : Balancing Security and Flexibility
Device Management via Intune : Balancing Security and FlexibilityDevice Management via Intune : Balancing Security and Flexibility
Device Management via Intune : Balancing Security and FlexibilityManagedms365
 
Entrepreneurial ecosystem- Wider context
Entrepreneurial ecosystem- Wider contextEntrepreneurial ecosystem- Wider context
Entrepreneurial ecosystem- Wider contextP&CO
 
Customizable Contents Restoration Training
Customizable Contents Restoration TrainingCustomizable Contents Restoration Training
Customizable Contents Restoration TrainingCalvinarnold843
 
Pistachio Caviar and raisins from Iran.pdf
Pistachio Caviar and raisins from Iran.pdfPistachio Caviar and raisins from Iran.pdf
Pistachio Caviar and raisins from Iran.pdfRezaSeif2
 
digital marketing , introduction of digital marketing
digital marketing , introduction of digital marketingdigital marketing , introduction of digital marketing
digital marketing , introduction of digital marketingrajputmeenakshi733
 
Welding Electrode Making Machine By Deccan Dynamics
Welding Electrode Making Machine By Deccan DynamicsWelding Electrode Making Machine By Deccan Dynamics
Welding Electrode Making Machine By Deccan DynamicsIndiaMART InterMESH Limited
 

Recently uploaded (20)

Driving Business Impact for PMs with Jon Harmer
Driving Business Impact for PMs with Jon HarmerDriving Business Impact for PMs with Jon Harmer
Driving Business Impact for PMs with Jon Harmer
 
Mastering performance conversations presented by Heli Nehama Ozery and hosted...
Mastering performance conversations presented by Heli Nehama Ozery and hosted...Mastering performance conversations presented by Heli Nehama Ozery and hosted...
Mastering performance conversations presented by Heli Nehama Ozery and hosted...
 
Saffron and Dates opportunities from Iran .pdf
Saffron and Dates opportunities from Iran .pdfSaffron and Dates opportunities from Iran .pdf
Saffron and Dates opportunities from Iran .pdf
 
EQX-PPT-20240405-CorporateDeck-slideshare
EQX-PPT-20240405-CorporateDeck-slideshareEQX-PPT-20240405-CorporateDeck-slideshare
EQX-PPT-20240405-CorporateDeck-slideshare
 
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...
 
How to Conduct a Service Gap Analysis for Your Business
How to Conduct a Service Gap Analysis for Your BusinessHow to Conduct a Service Gap Analysis for Your Business
How to Conduct a Service Gap Analysis for Your Business
 
Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...
Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...
Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...
 
PG webinar series 2024_For the organisation or against it? How change agents ...
PG webinar series 2024_For the organisation or against it? How change agents ...PG webinar series 2024_For the organisation or against it? How change agents ...
PG webinar series 2024_For the organisation or against it? How change agents ...
 
Financial Statements Guide for Small Businesses:
Financial Statements Guide for Small Businesses:Financial Statements Guide for Small Businesses:
Financial Statements Guide for Small Businesses:
 
Authentically Social - presented by Corey Perlman
Authentically Social - presented by Corey PerlmanAuthentically Social - presented by Corey Perlman
Authentically Social - presented by Corey Perlman
 
Version Bravo- The Springboard for Navy SEAL entrepreneurship, cohort 003
Version Bravo- The Springboard for Navy SEAL entrepreneurship, cohort 003Version Bravo- The Springboard for Navy SEAL entrepreneurship, cohort 003
Version Bravo- The Springboard for Navy SEAL entrepreneurship, cohort 003
 
Paul Turovsky - Real Estate Professional
Paul Turovsky - Real Estate ProfessionalPaul Turovsky - Real Estate Professional
Paul Turovsky - Real Estate Professional
 
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...
 
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdfGUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
 
Device Management via Intune : Balancing Security and Flexibility
Device Management via Intune : Balancing Security and FlexibilityDevice Management via Intune : Balancing Security and Flexibility
Device Management via Intune : Balancing Security and Flexibility
 
Entrepreneurial ecosystem- Wider context
Entrepreneurial ecosystem- Wider contextEntrepreneurial ecosystem- Wider context
Entrepreneurial ecosystem- Wider context
 
Customizable Contents Restoration Training
Customizable Contents Restoration TrainingCustomizable Contents Restoration Training
Customizable Contents Restoration Training
 
Pistachio Caviar and raisins from Iran.pdf
Pistachio Caviar and raisins from Iran.pdfPistachio Caviar and raisins from Iran.pdf
Pistachio Caviar and raisins from Iran.pdf
 
digital marketing , introduction of digital marketing
digital marketing , introduction of digital marketingdigital marketing , introduction of digital marketing
digital marketing , introduction of digital marketing
 
Welding Electrode Making Machine By Deccan Dynamics
Welding Electrode Making Machine By Deccan DynamicsWelding Electrode Making Machine By Deccan Dynamics
Welding Electrode Making Machine By Deccan Dynamics
 

Learning organization structure and design

  • 2.
  • 3. DEVIKA SHINDE Roll No. – p-34
  • 4. General introduction to Organizational theories and design
  • 5.
  • 6. Key elements of organizational designs: Departmentalization Span of Control Work Specialization Chain of Command Authority and Responsibility Centralization vs. Decentralization
  • 7.
  • 8.
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17.
  • 19.
  • 20.
  • 21.
  • 22.
  • 23.
  • 25. Team Force or Team Engineering Marketing R & D Sales Production
  • 26. Integrating Role or Department Computer Hardware Division Integration Role or Department Application Division Computer Software Division
  • 27. Differentiation & Integration-key aspects Differentiation Integration A highly complex, highly differentiated organization needs high level of integration An organization that has a relatively simple, clearly defined role structure needs to use only simple integrating mechanism Expensive –in terms of the number of managers employed & the amount of managerial time spent on coordinating organizational activities. Unnecessary investment
  • 28.
  • 29.
  • 30.
  • 31.
  • 32. Centralization Advantages Disadvantages Top managers coordinate organizational activities effectively & keep the organization focused on its goal. Top management become overloaded & need to take care of day-to-day activities & cannot focus on long term decision making Lower hierarchy-afraid to make news or express their ideas Hierarchy of authority exists , people are constantly looking to their superiors for help.
  • 33. Decentralization Advantages Disadvantages Promotes flexible & responsiveness by allowing subordinate to make on the spot decisions Planning & coordination becomes more difficult Motivates to perform the best Personal goals & objectives can be pursed at the expense of organization
  • 35.
  • 36.
  • 37.
  • 38.
  • 39.
  • 40.
  • 41.
  • 42. Standardization Vs Mutual adjustment Manager facing the challenge of balancing the need for standardization against need for mutual adjustments
  • 43. PUJA a. govikar Roll no. p-9
  • 44. Mechanistic and Organic Organizational Structure `
  • 45.
  • 46.
  • 47.
  • 48.
  • 49. Mechanistic v/s Organic Structure 01/02/10 Mechanistic Organic Individual Specialization Joint Specialization Simple Integration Complex integration Centralization Decentralization Standardization Mutual Adjustment
  • 50.
  • 51.
  • 52.
  • 53.
  • 54.
  • 55.
  • 56.
  • 58.
  • 60.
  • 61.
  • 62. Control problems 01/02/10
  • 64.
  • 65.
  • 67. Divisional Structures Functions according to the specific demands of products, markets, or customers.
  • 69.
  • 70.
  • 71. Types of product structures 01/02/10
  • 72.
  • 73. Product Division Structure 4-19 Large Food Processor – E.g. Heinz 01/02/10 Vice President Sales and Marketing Vice President Research and Development Vice President Materials Management CEO Vice President Finance PDM PDM PDM PDM Centralized support functions Divisions
  • 74.
  • 75.
  • 76. Multidivisional Structure. Consumer Products Company. Corporate Managers CEO Divisional Managers Senior VP Marketing Senior VP Finance Senior VP Materials Management Senior VP Research and Development Functional Managers Corporate Headquarters Staff Division B Support functions Division D Support functions Division A Support functions Support functions Division C 4-21 01/02/10
  • 77. COMPARISON 01/02/10 MULTIDIVISIONAL STRUCTURE PRODUCT DIVISION STRUCTURE Independence of each division – self contained. Divisions shares the services of a set of centralized functions. New level of management – a corporate head quarters staff – adds more control. No such level – control is lesser. Structure is designed to allow a Company to operate in many different businesses. Structure can only be used to control the activities of a Company that is operating in one business or Industry.
  • 78.
  • 79.
  • 80.
  • 81. Product Team Structure. 4-29 01/02/10 Product Division Product Division CEO Functions Product Development Teams Product Division V ice President Research and Development V ice President Sales and Marketing V ice President Manufacturing V ice President Finance Functional specialist V ice President Materials Management PTM Product Team Manager PTM PTM PTM
  • 82.
  • 83.
  • 84. Geographic Structure 4-31 01/02/10 Regional Operations Regional Operations Regional Operations Regional Operations CEO Central Support Functions Individual stores
  • 85.
  • 86. Market Structure 01/02/10 Commercial Division Consumer Division Government Division Corporate Division CEO Central Support Functions
  • 89.
  • 90. 01/02/10 Matrix Structure CEO V ice President Engineering V ice President Finance V ice President Purchasing V ice President Sales and Marketing V ice President Research and Development Product A Manager Product B Manager Product C Manager Product D Manager Product Team Two-boss employee
  • 91.
  • 92.
  • 93.
  • 94. 01/02/10 Multidivisional Matrix Structure CEO Senior Vice President Marketing Senior Vice President Finance Senior Vice President Research and Development Senior Vice President Materials Management Automobile Products Division Personal Computer Division Consumer Electronics Division
  • 95.
  • 96. Network Structure Network structures often result from outsourcing. Outsourcing is the process of moving activities that were previously performed inside the organization to the outside (where they are done by other companies). 01/02/10
  • 97.
  • 98.
  • 99.
  • 100.
  • 101.