2. Report Outline
• Elements and Importance of Organizational Structure
• Designing the Proper Structure
• Common Organizational Design
• Why Do Structures Differ?
• Organizational Design and Employee Behavior
• Summary and Conclusion
ORGANIZATIONAL STRUCTURE and DESIGN
3. LEARNING OBJECTIVE
Identify the six elements of an organization’s
structure
Identify the characteristics of bureaucracy
Describe a matrix organization
Show why managers want to create
boundaryless organizations
Demonstrate how organizational structures
differ, and contrast mechanistic and organic
structural models
Analyze the behavioral implications of
different organizational design
4. Organizational Structure:
Elements and Importance
KEY
ELEMENTS
Work
specialization
Departmentaliza
tion
Chain of
Command
Span of Control
Centralization
and
Decentralization
Formalization
6. Organizational Structure:
Common Organizational Design
• Low degree of departmentalization
• Wide spans of control
• Authority Centralization to one person
• Little formalization
Simple
Structure
• High specialization
• Very formalized rules and regulations
• Functional Departmentalization
• Centralized authority
• Narrow span of control
• Decision making that follows the chain of command
Bureaucracy
• Dual lines of authority
• Combines functional and product departmentalization
Matrix
Structure
• VIRTUAL ORGANIZATION
• BOUNDARYLESS ORGANIZATION
New Design
Options
7. How willing are you to work in a bureaucratic
organization?
Every revolution evaporates and leaves behind only the
slime of a new bureaucracy. —Franz Kafka
8. Organizational Structure:
why do structures differ?
Organizatio
nal
Strategy
• Structure is designed to help achieve the company’s overall objectives
• Focus of strategy framework: (1) Innovation (2) cost minimization (3)
imitation
Organizatio
n
Size
• Organizations that employ 2,000 or more people tend to have more
specialization, more departmentalization, more vertical levels, and more
rules and regulations than do small organizations.
Technology
• describes the way an organization transfers inputs into outputs.
• The use of technology defined the degree of routineness of activities in an
organization.
Environme
nt
• An organization’s environment includes outside forces that can affect its
performance.
• organization’s environment has three dimensions: (1) capacity, (2) volatility,
and (3) complexity
9. Organizational Structure:
Organizational Design and Employee Behavior
No general effect
Different factors stand out
in different structures
no evidence supports
a relationship
between span of
control and
employee
satisfaction or
performance
fairly strong evidence
linking centralization and
job satisfaction
Work specialization
contributes to
higher productivity
but reduce job
satisfaction
11. Acknowledgement
Stephen Robins and Timothy Judge, “Organizational
Behavior (Fifth Edition)”, pp. 479-502
Alanis Business Academy, “Weber’s Bureaucratic
Management”,
https://www.youtube.com/watch?v=4yI1gytXQGs
At the end of the discussion we should be able to: ---------
But before that, let’s have a little exchange of opinion about bureaucracy
So.. After watching the video, who among us now, is willing to work in a bureaucratic organization?
Simple – flat virtual – small, core organization that outsources business functions
Bureaucracy – Standardization boundaryless – an organization that seeks to eliminate the chain of command, have limitless spans of control and replace
Matrix – complex / combination departments with empowered teams
The goal of the new organizational forms we’ve described is to improve agility by creating a lean, focused, and flexible
organization. Downsizing is a systematic effort to make an organization leaner by closing locations, reducing staff, or selling off
business units that don’t add value.
So.. After watching the video, who among us now, is willing to work in a bureaucratic organization?