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  1. 1. A social unit of people, systematically structured and managed to meet a need or to pursue collective goals on a continuing basis.
  2. 2. DEFINITIONS• Organizing: the process by which managers establish working relationships among employees to achieve goals.• Organizational Structure: formal system of task & reporting relationships showing how workers use resources.• Organizational design: managers make specific choices resulting in a given organizational structure.• Successful organizational design depends on the organization’s unique situation
  3. 3. All Organizations have a management structure that determines the relationships b/w functions and positions and subdivides and delegates roles, responsibilities and authority to carry out defined tasks.
  4. 4. It is a framework within which an Organization arranges it’s lines of authorities and communications and allocates rights and duties.
  5. 5. 1. Tall Organizational Structure2. Flat Organizational Structure3. Virtual Organizational Structure4. Boundary less Organizational Structure
  6. 6. • Other names:- Hierarchial, centralized or Bureaucratic structure.• Large, complex organizations often require a taller hierarchy.• In its simplest form, a tall structure results in one long chain of command similar to the military.• As an organization grows, the number of management levels increases and the structure grows taller. In a tall structure, managers form many ranks and each has a small area of control.
  7. 7. • Other names:- Horizontal, Decentralization or participatory structure)• Flat structures have fewer management levels, with each level controlling a broad area or group.• Flat organizations focus on empowering employees rather than adhering to the chain of command.• By encouraging autonomy and self-direction, flat structures attempt to tap into employees’ creative talents and to solve problems by collaboration.
  8. 8. Matrix Organizational Structure• Managers group people by function and product teams simultaneously.• Results in a complex network of reporting relationships.• Very flexible and can respond rapidly to change.• Each employee has two bosses which can cause problems.• Functional manager gives different directions than product manager and employee cannot satisfy both.
  9. 9. • Virtual organization can be thought of as a way in which an organization uses information and communication technologies to replace or augment some aspect of the organization.• People who are virtually organized primarily interact by electronic means.• For example, many customer help desks link customers and consultants together via telephone or the Internet and problems may be solved without ever bringing people together face-to-face.
  10. 10. • A boundary less Organizational structure is a contemporary approach in Organizational design.• It is an organization that is not defined by, or limited to the horizontal, vertical or external boundaries imposed by a pre-defined structure.• It behaves more like an organism encouraging better integration among employees and closer partnership with stakeholders.• It’s highly flexible and responsive and draws on talent wherever it’s found.
  11. 11. • Determines the manner and extent to which roles, power and responsibilities are delegated.• Depends on objectives and strategies.• Acts as a perspective through which individuals can see their organization and it’s environment.
  12. 12. • Impacts effectiveness and efficiency.• Reduces redundant actions.• Promotes teamwork.• Improves communication.• Contributes to success or failure.
  13. 13. • Divides work to be done in specific jobs & dept.• Assigns tasks and responsibilities associated with individual jobs.• Coordinates diverse organizational tasks.• Establishes relationship b/w individuals, groups and departments.• Establishes formal lines of authority.• Allocates organizational resources.• Clusters jobs into units.
  14. 14. Organizational Principles The continuous line ofauthority that extends from upper level oforganization to lowest level of organizationand clarifies who reports to whom. The rights inherent in a managerialposition to tell people what to do and expectthem to do it.
  15. 15. Organizational principles The obligation or expectationto perform. Responsibility brings with itaccountability. The concept that a personshould have one boss and should report onlyto him. The assignment of authority toanother person to carry out specific duties.
  16. 16. Organizational principles
  17. 17. Factors Affecting Organizational Design Environment Determine designStrategy or organizational Technology structure Human Resources
  18. 18. Determinants of Structure• The environment: The quicker the environment changes, the more problems face managers.• Structure must be more flexible when environmental change is rapid.• Usually need to decentralize authority.• Strategy: Different strategies require the use of different structures.• A differentiation strategy needs a flexible structure, low cost may need a more formal structure.• Increased vertical integration or diversification also requires a more flexible structure.
  19. 19. Determinants of Structure• Technology: The combination of skills, knowledge, tools, equipment, computers and machines used in the organization.• More complex technology makes it harder for managers to regulate the organization. Technology can be measured by:• Task Variety: new problems a manager encounters.• Task Analyzability: programmed solutions available to a manager to solve problems.• High task variety and low analyzability present many unique problems to managers.• Flexible structure works best in these conditions.• Low task variety and high analyzability allow managers to rely on established procedures.
  20. 20. Determinants of Structure• Human Resources: the final factor affecting organizational structure.• Higher skilled workers who need to work in teams usually need a more flexible structure.• Higher skilled workers often have professional norms (CPA’s, physicians).• Managers must take into account all four factors (environment, strategy, technology and human resources) when designing the structure of the organization.
  21. 21. • When a company expands toSupply goods or servicesProduces variety of diff. productsEngage in several diff. markets in such conditions the company can adopt Departmentalization.
  22. 22. • Functional• Product• Customer• Geographic• Process
  23. 23. • Arranging the business according to what each section or department does.
  24. 24. • Organizing according to the different types of products produced.
  25. 25. • Where different customer groups have different needs.
  26. 26. • It’s based on geographical or regional structure.
  27. 27. • Where products have to go through stages as they are made.
  28. 28. • Department can be staffed with specialized training.• Shared management responsibility.• Supervision is facilitated.• Coordination within the department is easier.
  29. 29. • Inter department documentation of activities is not possible.• Decision-making becomes slow.• Delays when there are problems.• Accountability and performance are difficult to monitor.
  30. 30. Minimum requirements of an Organizational Structure• Clarity• Economy• Direction of vision• Decision making• Stability and Accountability• Perception and self - renewal
  31. 31. Analyzing Organizational Structures in a Division of Nursing• Compile a list of the key activities determined by the mission and objectives of patient care Decide on the units of the Organization• Decide which units or components will be joined and which separated• Decide on the size and shape of the units or components• Decide on appropriate placement and relationships of different units or components• Draw or diagram the design and put it into operation. This will result in an organizational chart.
  32. 32. Thank u