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Organizational Structure

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Organizational Structure

  1. 1. Organizational structure is designed to bring about order in the accomplishment of the various tasks.Individuals in the organization must work in harmony and unity. This calls for conformity on their part with organization policies, rules and regulations, and with those of informal work groups not in conflict with their organizations, as well as with the external community, in general.
  2. 2. - Discipline has to be maintained by management to enforce organization standards.- Develops and informal organization that emphasizes on relationship- Factors have to be considered in evaluating the role of groups in the organization, like aspect of life, a behavior change in organization.
  3. 3. Classical Organization Structure - deals with the essential elements of an institution – Power, responsibility, division of labor, specialization and interdependence of parts. Process of construction= departments, division, whole institution Process of analysis = division, department, jobs
  4. 4. Division of work - dividing it into levels and functions and then assigning people and resources to the jobs. Scalar Process – provides the scale or grading of duties according to levels of authority and responsibility. Head of the department, supervisors, employees. Functionalization – simultaneous with the division into levels, the work must be divided into different kinds of duties.
  5. 5. Linking Pins They can operate as an integrated team working toward common goals. Each manager serve as a linking pin.
  6. 6. Acceptance Theory of Authority To use that authority is contingent on the willingness of employees t accept.
  7. 7. Operating and Ultimate responsibility Managers who delegate responsibility to others are in no way relieved or released from the original responsibility. Operating Responsibility = Subordinates Ultimate Responsibility = Managers
  8. 8. Specialization In the course of time workers who perform specialized jobs attain proficiency, greater skills, and better knowledge of the job. Specialization permits people to develop unique skills an knowledge.
  9. 9. The Span of Management 1) Capacity and Skills of the manager 2) Complexity of the work supervised 3) Capacity and Skills of the employees 4) Stability of operations 5) Contacts with other chains of command 6) Contacts outside the organization 7) Geographic distance f the subordinates
  10. 10. Tall and Flat organization Small span organization results n Tall structure Large span organization causes a Flat structure Tall Structure – The manager works with fewer employees Flat Structure – The manager have s many people to deal with.
  11. 11. Bureaucracy - High Specialization - Rigid Hierarchy of Authority - Elaborate rules and controls impersonality - Provide stability and unified focus on objectives
  12. 12. Interpretation of Classical Organization Theory Provides much task support, such as specialized assistance, appropriate resources t perform the job, security and fairly dependable conditions of work.

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