HR Strategies To Frame Org Structure Span Of Control And Team Charter PowerPoint Presentation Slides

HR Strategies to Frame Org Structure,
Span of Control &Team Charter
Your Company Name

Table of Contents
2
Elements of Organizational Design
Organizational Structure
o Types of Non-Hierarchical Organization
Structure – Flat & Matrix
o Matrix Organizational Structure
01.
Departmentalization
o Functional Departmentalization
o Geographical Departmentalization
o Product Departmentalization
o Process Departmentalization
o Customer Departmentalization
02.
Number of Employees
o Revenue Per Employee
o Operating Expense as Percentage of Revenue
o Employee Expenses
o Statement of Operations
03.
Chain of Command and Line Authority
o Line vs. Staff Authority
04.
Organization Design – Steps to Follow
Roles & Responsibilities
o Onboarding Plan for the New Hires
o Onboarding Template
o Onboarding Training Team
Team Charter
o Team Charter Template 2
06.
07.
Levels & Span of Control
05.

Elements of Organizational Design
3
Departmentalization
02
Organizational
Structure
01
Number
of Employees
03
Levels & Span
of Control
05
Chain of Command
& Line Authority
04
Team Charter
07
Roles &
Responsibilities
06

1. Organizational Structure
4
Decide whether you want to have a hierarchy or an open organization structure
Non-Hierarchical Organizational Structure
Few or no levels of middle management between
staff and executives. Encourages individual work
creativity instead of fixed roles. Mostly followed in
small companies
Hierarchy Organizational Structure
Employees are grouped with every employee
having one clear supervisor. Encourages
responsibility and consistency Mostly followed in
large companies
CEO
Manager Manager
Team Leaders
Marketing
Team Members
Team Leaders
Finance
Team Members
Team Leaders
Ops
Team Members
Team Leaders
HRM
Members
Employee
Employee
Employee
Employee
Employee
Employee
Director

Types of Non-Hierarchical Organization Structure – Flat & Matrix
5
Horizontal/Flat Structure
Many levels of middle management are eliminated. Mostly adopted by
small companies and start-ups in their early stage.
Flat Org Chart
Example
Digital Marketing
Designer
B2B
Service TeamBig Data Analysis
Market Research
C++ Programmer
Tester
HTML Editor
Product Development
Java Programmer Offline Promotion

Matrix Organizational Structure
6
In a Matrix organizational structure, the reporting relationships are set up as a grid, or matrix, rather than in the traditional hierarchy.
It is a type of organizational management in which people with similar skills are pooled for work assignments, resulting in more than
one manager to report to.
Chris Patt
Project Admin
David James
System Eng.
Jon Cluas
Electronic Eng.
Jake Son
Software Eng.
Halmen
Mechanical Eng.
Tom Cruise
Assembly Mgr.
Michele George
Testing Mgr.
Nick Miller
Production Mgr.
Customer Project A
Customer Project
B
Customer Project
C
Martin King
Project Manager
John Doe
Project Manager
Leo Great
Project Manager
Robin Clark
Vice President - Projects
Peter Lee
Vice President - Engineering
John Smith
Vice President - manufacturing
Jack Wood
Vice President HR
Jaime Correa
Vice President - Marketing
Eric Witt
Vice President - Finance
John Wilson
President

2. Departmentalization
7
5 Common Forms of Departmentalization
Functional
Departmentalization
A
Product
Departmentalization
Process
Departmentalization
D
Customer
Departmentalization
E
Geographical
Departmentalization
B C
Decide how you want to group the jobs in your organization

A. Functional Departmentalization
8This slide is 100% editable. Adapt it to your needs and capture your audience's attention.
Functional Departmentalization - Group jobs according to function
Efficiencies from putting together similar specialties & people with common skills, knowledge,& orientations
Coordination within functional area
In – depth specialization
Poor communication across functional areas
Limited view of organizational goals
Manager,
Accounting
Manager,
Manufacturing
Manager,
Human Resources
Plant Manager
Manager,
Purchasing
Manager,
Engineering

B. Geographical Departmentalization
9
Sales Director,
Western Region
Vice President
for Sales
Sales Director,
Western Region
Sales Director,
Southern Region
Sales Director,
Midwestern Region
Geographical Departmentalization - Groups jobs according to geographic region
More effective and efficient handling of specific regional issues that arise
Serve needs of unique geographic markets better
Duplication of functions
Can feel isolated from other organizational areas
This slide is 100% editable. Adapt it to your needs and capture your audience's attention.

C. Product Departmentalization
10
Allows specialization in particular products and services
Managers can become experts in their industry
Closer to customer
Product Departmentalization - Groups jobs by product line
Division
XYZ
Recreational &
Utility Vehicles Sector
Rail
Products Sector
Mass
Transit Division
Rail & Diesel
Products Division
Mass
Transit Sector
Logistic
Equipment Division
Text
Here
Industrial
Equipment Division
Recreational
Products Division
Company
Name

D. Process Departmentalization
11
Process Departmentalization - Groups Jobs on the Basis of Product or Customer Flow
More efficient flow of work activities
Can only be used with certain types of products
Plant
Superintendent
Sawing
Department Manager
Planning & Milling
Department Manager
Assembling
Department Manager
Lacquering & Sanding
Department Manager
Finishing
Department Manager
Inspection & Shipping
Department Manager

E. Customer Departmentalization
12
Customers’ needs and problems can be met by specialists
Manager
Director of Sales
Manager Manager
Retail Account Wholesale Accounts Government Accounts
Customer Departmentalization - Group jobs on the basis of specific and unique customers who
have common needs

3. Number of Employees
13
Decide how small or big you want the organization to be
Benchmarks to Decide the
Number of Employees
Revenue Per Employee
$0.000
$50.000
$100.000
$150.000
$200.000
$250.000
$300.000
Jan-Mar
2018
Apr-Jun
2018
Jul-Sep
2018
Oct-Dec
2018
Jan-Mar
2019
Apr-Jun
2019
Jul-Sep
2019
Oct-Dec
2019
RevenuePerEmployee
Quarterly Revenue Per Employee, 2018 -2019
Revenue Per Employee

Operating Expense as Percentage of Revenue
14
Operating Expenses as a Percentage of Revenue
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
50.0%
Q1
2016
Q2
2016
Q3
2016
Q4
2016
Q1
2017
Q2
2017
Q3
2017
Q4
2017
Q1
2018
Q2
2018
Q3
2018
Q4
2018
Q1
2019
Q3
2019
Q3
2019
Q4
2019
Q1
2020
Q2
2020
As Percentage of Revenue %

Employee Expenses
15
Employee Expenses
44.3%
Operating Expenses
Breakdown
1.5%
4.1%
0.9%
0.8%
3.4%
33.6%
0% 5% 10% 15% 20% 25% 30% 35%
Contract Labor Costs,incl. Temporary Help
Other Fringe Benefits
Defined Contribution Plans
Defined Benefit Pension Plans
Health Insurance
Annual Payroll

2016 2017 2019
Net product sales 70,080 79,268 94,665
Net service sales 18,908 27,738 41,322
Total net sales 88,988 107,006 135,987
Operating expenses:
Cost of Sales 62,752 71,651 88,265
Fulfillment 10,766 13,410 17,619
Marketing 4,332 5,254 7,233
Technology & content 9,275 12,540 16,085
General & administrative 1,552 1,747 2,432
Other operating expense, net 133 171 167
Total operating expenses 88,810 104,773 131,801
Operating income 178 2,233 4,186
Interest income 39 50 100
Interest expense (210) (459) (484)
Other income(expense),net (118) (256) 90
Total non-operating income (expense) (289) (665) (294)
Income (loss) before income taxes (111) (1,568) 3,892
Provision for income taxes (167) (950) (1,425)
Equity-method investment activity, net of tax 37 (22) (96)
Net income (loss) (241) 596 2,371
Basic earnings per share (0.52) 1.28 5.01
Diluted earnings per share (0.52) 1.25 4.90
Weighted-average shares used in computation of earnings per share:
Basic 462 467 474
Diluted 462 477 484
Statement of Operations
16
SG&A Expenses
Year Ended December 31.

4. Chain of Command and LineAuthority
17
Chief
Executive Officer
Executive Vice
President
President
Executive Vice
President
Vice
President
Vice
President
Vice
President
Vice
President
Vice
President
Region 1 Region 2 Region 3 Region 4 Region 5
District A District B District C District D District E District F District G
Establish the chain of command so that who
reports to who is clear to all

Line vs. Staff Authority
18
Assistant to the
Executive Director
Direction of
Human Resources
Director of
Operations
Director of
Purchasing
Other Directors
Unit 1 Manager Unit 2 Manager
Other Human Resources Operations Purchasing Human Resources Operations Purchasing Other
Line Authority
Staff Authority
Executive
Director

5. Levels & Span of Control
19
Make the task of managing easy by specifying levels and span of control
Span of control refers to the number of employees who can be effectively supervised by a manager.
Contrasting Spans of Control
Members of Each Level
1
2
3
4
5
6
7
1
4
16
64
256
1024
4096
Span of 4:
Employees: = 4,096
Managers (Level 1-6) = 1,365
OrganizationalLevel
(Highest)
(Lowest)
1
8
64
512
4096
Span of 8:
Employees: = 4,096
Managers (Level 1-6) = 585
Assuming Span of 4 Assuming Span of 8

6. Roles & Responsibilities
20
Ensure roles and responsibilities of each position is clearly outlined
01
02
03
04
05
06
Add your text here
Add your text here
Add your text here
Add your text here
Add your text here
Add your text here
ResponsibilitiesRoles
Add your text here
Add your text here
Add your text here
Add your text here
Add your text here
Add your text here

Onboarding Plan for the New Hires
21
o Complete a big project: Finalize conference-planning activities
o Take on larger-term responsibilities: Learn metrics tracking tools & begin weekly analytics measurements
o Work with other teams: Collaborate with PR team to pitch conference speaking opportunities
o Get used to routine processes: Weekly meetings, metrics, & daily tasks
60By Days
o Complete a project independently: Create a monthly webinar calendar & coordinate webinar development
& execution plan
o Take on bigger responsibilities: Take over case study development
o Be able to juggle all responsibilities: Manage responsibilities via the marketing calendar
90By Days
o Learn the tools: Content management system
o Become comfortable with the company’s culture: Weekly lunch with the team, attend company values &
history training
o Learn the company’s product: Attend 2 product demos
o Complete a small project: Learn social media platforms & begin monitoring online conversations
o Achieve a small goal: Learn & adopt company’s brand voice
30By Days
Goals

OnboardingTemplate
22
Supervisor/Mentor
MANAGER
Create new
hire schedule
Add/invite to
existing meetings
Welcome
upon arrival
Ask how first
weeks went
Assess
progress
Performance
review
Performance
review
Designate
peer mentor
Call to confirm start
date and time
Guide to work
station / office
Assist with
any questions
Make any further
introductions
Review short and
long-term goals
Review short and
long-term goals
Discuss relocation,
if applicable
Create
welcome packet
Deliver prepared
welcome packet
Review
training schedule
Identify and address
learning needs
Answer
any questions
Answer
any questions
Identify HR point
of contact
Inform department,
HR, and IT
Discuss break /
meal policies
Review all
technology
functionality
Make any
responsibility
adjustments
Schedule any
pertinent training
Discuss trial period,
if applicable
Touch base
with peer resource
Introduce increasingly
complex projects
Introduce to
designated
peer resource
Discuss
current projects
Confirm receipt/
functionality
of passkeys
Review company
mission statement
Identify and address
learning needs
ONBOARDING PROCESS
Before start dateUpon hiring First day(s)
End of first
three months
First week(s)
End of first
six months
End of
first year
Onboarding Review/AssessmentPreparation

OnboardingTemplate
23
Onboarding Review/Assessment
Create personnel file
Confirm
receipt of all
recruitment docs
Connect to complete
any paperwork
Review
company policies
Performance
review
Confirm offer letter
receipt/acceptance
Review portal
Ask employee how
first weeks went
Confirm background
check completion
Sign offer letter,
if necessary
Ask manager how
first weeks went
Communicate
business practices
Enroll in any benefits
/ services
Communicate
business policies
Discuss company
culture and
work style
Enroll in new hire
briefing,
webinar, etc.
Preparation
ONBOARDING PROCESS
End of first
three months
First week(s)
End of first
six months
End of
first year
HUMAN
RESOURCES

OnboardingTemplate
24
Onboarding Review/Assessment
Passkey
order form
Review software,
hardware,
printers, etc.
Temporary access for
contract
new hire
Confirm
email setup
Software acquisition
Confirm
phone setup
Print
driver setup
Review tech
acceptable
use policies
Mobile device,
if applicable
Assist with online
directory setup
Hardware
setup
Network
setup
Preparation
ONBOARDING PROCESS
End of first
three months
First week(s)
End of first
six months
End of
first year
I.T.
DEPARTMENT

OnboardingTrainingTeam
25
TRAINING ROLE TEAM TRAINING ROLE
Creating training content L&D Leon David
Managing of content
in LMS
L&D MarkTwix
Company operations & culture
expert
HR Addison Soans
Marketing subject expert Marketing Stephan George
Training & assessment manager Marketing Mark Davis

7.Team Charter
26
Prepare a team charter to lead the team towards delivering goals
Team Charter
Team Propose
Background
Team Leader(s)
Stakeholder Needs/Expectations
Team Members Skills Expectations
Mission & Vision Objectives
What does success look like?
Principles
Mission Statement
Team Members Roles/ Responsibilities
Name Role
Budget and Resources
Internal Checks, Balances,
and Reviews
Operations
Assignments Expectations
Meetings Expectations
Communication Expectations
Decision Making Expectations
Status Updates Expectations
Signature Team member
Team Member Assessment and Evaluations
Team Member Evaluation

Team CharterTemplate 2
27
TEAM
CHARTER
(Define the purpose and mission of this team)
What are our objectives?
(Define the major activities and time frames.)
What are our milestones?
(Define the skills, roles, and responsibilities of
each member; decline who will do what.)
Who will do what?
(Group rules for performance and
decision making.)
What are our expectations?
(Team members, on point, stakeholders,
who to inform)
Who is involved?
(Define how the team will know that they have
been successful. Discuss individual values & goals
ensure that they align with the team’s.)
How will we measure progress?

Name Here
Strengths:
Text here
Weakness: Text
here
Name Here
Strengths:
Text here
Weakness: Text
here
Name Here
Strengths:
Text here
Weakness: Text
here
Name Here
Strengths:
Text here
Weakness: Text
here
Name Here
Strengths:
Text here
Weakness: Text
here
Name Here
Strengths:
Text here
Weakness: Text
here
Name Here
Strengths:
Text here
Weakness: Text
here
28
01
02
03
04
05
1. Brainstorm: Use sticky notes to show
your thoughts.
o Add your text here
2. Consolidate: Choose your group top 6-
8 values.
3. Revise: Turn your notes into collective
sentence
1. Brainstorm: Use sticky notes to
show your thoughts.
8 values.
3. Revise: Turn your notes into
collective sentence
your thoughts.
8 values.
collective sentence
your thoughts.
8 values.
collective sentence
Core Values
What do you care about?
Discuss which shared values can help guide how you
approach your work & how you collaborate with each other.
Group Norms
How will you work?
Establish a framework of ideals that you can expect each
other to abide by.
Roles
What roles are necessary?
Determine the types of roles that will keep the team
focused & drive productivity.
Metrics of Success
What does success look like to you?
Consider how success can be measures beyond a letter
grade or score.
Team Members
Who is on the team?
Each team member list 2 of their strengths and 2 of their
weaknesses to help better understand each other.

29
Why: Reason the team exist.
o Alignment to core business activities
o Project or department mission
o Why team come to work
Mission
Which: Strength & skills the
team have
o What are the skills in the team that help us a
achieve our goals?
o What are interpersonal / soft skills that we have?
o What are we good at, individually and as a team?
Strength & Skills
What: Are measurable team
outcome / performance,
benchmarks towards constant
improvement.
o What you as a group you want to achieve?
o What is your key goal that is S.M.A.R.T?
Goals
How: Team do business,
treats others.
o Grounds operational norms
o Constitute team’s belief system
o Fundamental of intrinsic motivation
o Basis for Empowerment
o Foundation of improvement
Values
Who: Each member’s
contribution, unique skills and
strengths.
o Functional : by profession, e.g.:
Architect, UX designer, Developer, Scrum Master, etc.
o Non – Functional : by team character, e.g.:
Encourager, Harmoniser, Compromiser, Observer,
Gatekeeper
Roles & Responsibilities
What Not: Within & outside the
scope of the team.
o Scope and limits of formal authority.
o Area of influence or what it may do with permission.
o Shared responsibilities or areas in which team members are
expected to Initiate action to support others
Scope
Wow: Events the team celebrate
success & failures
Use shared ceremonies, parties, and fun events for
o Team Building
o Building & Strengthening Working Relationships
o Individual Relaxing
o Building Empathy
Fun Events
Which: Weaknesses the team
have
o What are your things that would hinder you?
o What skills/competences do the team lack?
o What are your overall strengths as a team?
Weakness & Risks
How: Team interacts, makes
decisions, resolves conflict, and
relays information.
o Code of conduct & safe environment
o Decision making guidelines
o Conflict resolution process
o Improvement / Change guidelines
o Internal & external Communications
o Meeting guidelines
o Team additions / terminations
o Workload distribution
Norms
1 7
63
4
2 5 8
9

Organization Design – Steps to Follow
30
Blueprint 02
o Create revised org
structure, span of control
and reporting structure
based on analysis
o Hold more training
workshops to brainstorm
areas of improvement
o Create team charter with
mission, goals, team
members roles and
expectations
o Use scorecard to
analyze the
transformation as and
when it is implemented
o Monitor the change
and hold training
programs to see the
impact of changes
Implement 04
o Finalize the team
charter with mutual
discussion and
collaboration
o Plan the organization
restructuring plan in
consultation with
management and HR
o Create the change
management plan with
key initiatives &
deadlines
Plan 03
o Analysis of current
organization structure,
line and span of
control, management
and workers
o Roll out survey to find
positive and negative
opinions regarding
current structure
o Hold training
workshops on org
design
Analysis 01

HR Strategies to Frame Org Structure, Span of Control &Team Charter Icons Slide
31

Agenda
33
Agenda
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Agenda
Agenda
Agenda
Agenda
01
02
03
04
05

Company Introduction
34
Value Clients
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needs and capture your
audience's attention.
Preferred Many
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Target Audience
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We are Creative
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Our Mission Vision Values
35
Vision
Mission
Values

Our Goals
36
01
Text Here
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Organization Chart
37
Text Here
Text HereText Here
Text HereText HereText HereText Here
Text Here Text HereText HereText Here

Comparison
38
Male
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capture your audience's attention.
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capture your audience's attention.
Female60%
40%

Bar Chart
39
70.00%
60.00%
80.00%
50.00% 50.00%
30.00%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2015 2016 2017 2018 2019 2020
InPercentage
Financial Year

Pie Chart
40
40%
30%
15%
10%
5%
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Dashboard
41
100%
0% 50%
25%
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50%
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Linear Process
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Circular Process
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Roadmap
44
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Timeline
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01 02 03 04Start Finish
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2020

ThankYou
46
Contact Number
0123456789
Address
#Street Number , City , State
Email Address
Emailaddress123@gmail.com

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