This document discusses organizational design. It defines organizational design as the process of constructing and adjusting an organization's structure to achieve its goals. Six key elements of organizational design are discussed: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Common organizational designs like traditional functional and divisional structures and contemporary team, matrix, project, and boundaryless structures are described.

2. GROUP MEMEBERS:
 AREEBA SHAFIQUE
 AYESHA AFZAL
 KAMRAN SALAM
 MEHMOOD
 FIDYAN
 ANAS
 ZEESHAN

3. WHAT IS ETHICS?
 The code of moral principles and values that govern
the behaviors of a person or group with respect to what
is right or wrong.

4. Three Views Of Ethics:
 UTILITARIAN VIEW:- ethical decisions are made on the
basis of their outcomes or consequences.
 RIGHTS VIEW: respects and protects individual liberties
and privileges.
 THEORY OF JUSTICE VIEW: managers impose and
enforce rules fairly and impartially.

5. CODE OF ETHICS:
 Formal statement of an organization’s primary values
and ethical rules it expects employees to follow.
 Usually written.
 Must state in detail acceptable behaviors and actions.

6. MANAGERIAL
ETHICS

7. WHAT IS MANAGERIAL ETHICS?
 Managerial ethics refers to the moral guidance a
supervisor provides his employees. It is a set of
principles and rules dictated by upper management
that define what is right and wrong in an organization.

8. ETHICAL LEADERSHIP:
 Managers must provide a good role model by:
 Being ethical and honest at all times.
 Telling the truth; don’t hide or manipulate
information.
 Admitting failure and not trying to cover it up.
 Communicating shared ethical values to
employees through symbols, stories, and
slogans.
 Rewarding employees who behave ethically
and punish those who do not.
 Protecting employees who bring to light
unethical behaviors or raise ethical issues.

9. DECISION MAKING:
 Recognize an ethical issue or situation.
 Get the facts
 Evaluate alternative actions.
 Make a decision and test it.
 Act and reflect on the outcome .

10. MORAL DEVELOPMENT:
•Is a measure of an individual’s
independence as his/her moral
judgment becomes less and less
dependent on outside influences
•Stages start with making a choice
between right and wrong based on
personal consequences .

11. VALUES:
 Basic convictions about what is right and wrong.
 Influence ethical behavior.
 Values are developed in early years

12. ORGANIZATIONALFACTOR THAT
AFFECT ETHICAL AND UNETHICAL
BEHAVIOR:

13. MANAGERS IMPROVING ETHICAL
BEHAVIOR:
 Hire individuals with high ethical standards.
 Establish codes of ethics and decision
rules.
 Lead by example.
 Delineate job goals and performance review
mechanisms.
 Provide ethics training.
 Conduct social audits.
 Provide support to individuals facing ethical
dilemmas

14. MANAGING ETHICS AT WORK
PLACE:
 Developing codes of Ethics.
 Resolving Ethical Dilemma
and making ethical decision.
 Assessing and cultivating
ethical culture.
 Ethics Training.

15. ORGANIZATIONAL
DESIGN

16. WHAT IS ORGANIZATIONAL
DESIGN?
 Organizational design is engaged when managers
develop or change an organization's structure. It is
basically the process of constructing and adjusting an
organization’s structure to achieve its goals.

17. Six Key Elements In Organizational
Design:
 A process involving decisions about six key elements:
○ Work specialization
○ Departmentalization
○ Chain of command
○ Span of control
○ Centralization and decentralization
○ Formalization

18. 1-Work Specialization:
 The degree to which tasks in the organization are divided
into separate jobs with each step completed by a different
person

19. 2-Departmentalization:
 It is the process of grouping
activities into departments.
 Division of labor creates
specialists who need
coordination.
 This coordination is facilitated by
grouping specialists together in
departments

20. Departmentalization By Type:
 Functional :
 Grouping jobs by functions performed.
 Product:
 Grouping jobs by product line.
 Geographical:
 Grouping jobs on the basis of territory or geography.
 Process :
 Grouping jobs on the basis of product or customer flow.
 Customer:
 Grouping jobs by type of customer and needs.

21. 3-Chain Of Command:
 The continuous line of authority that extends from upper
levels of an organization to the lowest levels of the
organization and clarifies who reports to whom.

22. 4-Span Of Control:
 The number of employees who can be effectively and
efficiently supervised by a manager
 Width of span is affected by:
1. Skills and abilities of the manager and the employees
2. Characteristics of the work being done
3. Similarity of tasks
4. Complexity of tasks
5. Physical proximity of subordinates
6. Standardization of tasks
7. Sophistication of the organization’s information system
8. Strength of the organization’s culture
9. Preferred style of the manager

25. 5-Centralization And
Decentralization: Centralization:
 The degree to which decision making is concentrated at
a single point in the organization
○ Organizations in which top managers make all the
decisions and lower-level employees simply carry out
those orders

26.  Decentralization:
 The degree to which lower-level employees provide input or
actually make decisions
 Employee Empowerment
○ Increasing the decision-making discretion of employees

27. 6-Formalization:
 The degree to which jobs within
the organization are standardized
and the extent to which employee
behavior is guided by rules and
procedures
○ Highly formalized jobs offer little
discretion over what is to be
done
○ Low formalization means fewer
constraints on how employees
do their work

28. COMMON ORGANIZATIONAL
DESIGNS:
 Two common types of organizational designs are:
 Traditional designs
 Contemporary designs

29. 1-Traditional Designs:
 Simple Structure
○ Low departmentalization, wide spans of control, centralized
authority, little formalization
 Functional Structure
○ Departmentalization by function
 Operations, finance, human resources, and product
research and development
 Divisional Structure
○ Composed of separate business units or divisions with
limited autonomy under the coordination and control of the
parent corporation

30. 2-Contemporary Designs:
 Team Structures
○ The entire organization is made up of work groups or
self-managed teams of empowered employees
 Matrix Structures
○ Specialists for different functional departments are
assigned to work on projects led by project managers
○ Matrix participants have two managers

31.  Project Structures:
○ Employees work continuously on projects, moving on to
another project as each project is completed
 Boundary less Organization:
○ A flexible and an unstructured organizational design that is
intended to break down external barriers between the
organization and its customers and suppliers