This document provides an overview of different types of organizational structures and principles of organizing. It discusses functional, divisional, matrix, and networked organizational structures. Functional structure groups activities by function, while divisional structure creates self-contained units by product, customer, or geography. Matrix structure assigns specialists to projects led by project managers. Networked structures include informal networks, formal networks, team-based structures, and horizontal organizations with overlapping responsibilities. The document also covers principles of control in organizations like chain of command, span of control, authority, and power, as well as departmentalization and hybrid structures.
The importance of Organisation Structure cannot be undermined. The slides aim to illustrate different types of Structures, their relevance and role in shaping the design along with few case studies and work exercises on How to design and select an Organisation structure.
The importance of Organisation Structure cannot be undermined. The slides aim to illustrate different types of Structures, their relevance and role in shaping the design along with few case studies and work exercises on How to design and select an Organisation structure.
Organizational Structure Running A Successful BusinessSeta Wicaksana
Every company needs an organizational structure—whether they realize it or not.
The organizational structure is how the company delegates roles, responsibilities, job functions, accountability, and decision-making authority.
The organizational structure often shows the “chain of command” and how information moves within the company.
Have an organizational structure that aligns with your company’s goals and objectives.
This article describes the various organizational structures, the benefits of creating one for your business, and specific elements that should be included.
Structured Business Group offers full-cycle services from audit to implementation support to help our clients improve their operating model – people, process and technology – to better support their mission and drive performance.
What sets us apart is that we also design, develop and support implementation of your new projects and programs. When our projects are complete, you’ll have a new program up-and-running with the right people driving it forward.
Step 1: We start with a wide evaluation of your company using 3 tools: Organizational Effectiveness Evaluation, Organizational Structure Evaluation, and Department/Functional Evaluation.
Step 2: We present our findings and action plan to strengthen your organization.
Step 3: You tailor your action plan and we design, develop AND implement the solutions side-by-side with your management team.
Fore more details please contact inquire@thestructured.com.
Meet Dinah Mattingly – Larry Bird’s Partner in Life and Loveget joys
Get an intimate look at Dinah Mattingly’s life alongside NBA icon Larry Bird. From their humble beginnings to their life today, discover the love and partnership that have defined their relationship.
Organizational Structure Running A Successful BusinessSeta Wicaksana
Every company needs an organizational structure—whether they realize it or not.
The organizational structure is how the company delegates roles, responsibilities, job functions, accountability, and decision-making authority.
The organizational structure often shows the “chain of command” and how information moves within the company.
Have an organizational structure that aligns with your company’s goals and objectives.
This article describes the various organizational structures, the benefits of creating one for your business, and specific elements that should be included.
Structured Business Group offers full-cycle services from audit to implementation support to help our clients improve their operating model – people, process and technology – to better support their mission and drive performance.
What sets us apart is that we also design, develop and support implementation of your new projects and programs. When our projects are complete, you’ll have a new program up-and-running with the right people driving it forward.
Step 1: We start with a wide evaluation of your company using 3 tools: Organizational Effectiveness Evaluation, Organizational Structure Evaluation, and Department/Functional Evaluation.
Step 2: We present our findings and action plan to strengthen your organization.
Step 3: You tailor your action plan and we design, develop AND implement the solutions side-by-side with your management team.
Fore more details please contact inquire@thestructured.com.
Meet Dinah Mattingly – Larry Bird’s Partner in Life and Loveget joys
Get an intimate look at Dinah Mattingly’s life alongside NBA icon Larry Bird. From their humble beginnings to their life today, discover the love and partnership that have defined their relationship.
Skeem Saam in June 2024 available on ForumIsaac More
Monday, June 3, 2024 - Episode 241: Sergeant Rathebe nabs a top scammer in Turfloop. Meikie is furious at her uncle's reaction to the truth about Ntswaki.
Tuesday, June 4, 2024 - Episode 242: Babeile uncovers the truth behind Rathebe’s latest actions. Leeto's announcement shocks his employees, and Ntswaki’s ordeal haunts her family.
Wednesday, June 5, 2024 - Episode 243: Rathebe blocks Babeile from investigating further. Melita warns Eunice to stay clear of Mr. Kgomo.
Thursday, June 6, 2024 - Episode 244: Tbose surrenders to the police while an intruder meddles in his affairs. Rathebe's secret mission faces a setback.
Friday, June 7, 2024 - Episode 245: Rathebe’s antics reach Kganyago. Tbose dodges a bullet, but a nightmare looms. Mr. Kgomo accuses Melita of witchcraft.
Monday, June 10, 2024 - Episode 246: Ntswaki struggles on her first day back at school. Babeile is stunned by Rathebe’s romance with Bullet Mabuza.
Tuesday, June 11, 2024 - Episode 247: An unexpected turn halts Rathebe’s investigation. The press discovers Mr. Kgomo’s affair with a young employee.
Wednesday, June 12, 2024 - Episode 248: Rathebe chases a criminal, resorting to gunfire. Turf High is rife with tension and transfer threats.
Thursday, June 13, 2024 - Episode 249: Rathebe traps Kganyago. John warns Toby to stop harassing Ntswaki.
Friday, June 14, 2024 - Episode 250: Babeile is cleared to investigate Rathebe. Melita gains Mr. Kgomo’s trust, and Jacobeth devises a financial solution.
Monday, June 17, 2024 - Episode 251: Rathebe feels the pressure as Babeile closes in. Mr. Kgomo and Eunice clash. Jacobeth risks her safety in pursuit of Kganyago.
Tuesday, June 18, 2024 - Episode 252: Bullet Mabuza retaliates against Jacobeth. Pitsi inadvertently reveals his parents’ plans. Nkosi is shocked by Khwezi’s decision on LJ’s future.
Wednesday, June 19, 2024 - Episode 253: Jacobeth is ensnared in deceit. Evelyn is stressed over Toby’s case, and Letetswe reveals shocking academic results.
Thursday, June 20, 2024 - Episode 254: Elizabeth learns Jacobeth is in Mpumalanga. Kganyago's past is exposed, and Lehasa discovers his son is in KZN.
Friday, June 21, 2024 - Episode 255: Elizabeth confirms Jacobeth’s dubious activities in Mpumalanga. Rathebe lies about her relationship with Bullet, and Jacobeth faces theft accusations.
Monday, June 24, 2024 - Episode 256: Rathebe spies on Kganyago. Lehasa plans to retrieve his son from KZN, fearing what awaits.
Tuesday, June 25, 2024 - Episode 257: MaNtuli fears for Kwaito’s safety in Mpumalanga. Mr. Kgomo and Melita reconcile.
Wednesday, June 26, 2024 - Episode 258: Kganyago makes a bold escape. Elizabeth receives a shocking message from Kwaito. Mrs. Khoza defends her husband against scam accusations.
Thursday, June 27, 2024 - Episode 259: Babeile's skillful arrest changes the game. Tbose and Kwaito face a hostage crisis.
Friday, June 28, 2024 - Episode 260: Two women face the reality of being scammed. Turf is rocked by breaking
_7 OTT App Builders to Support the Development of Your Video Applications_.pdfMega P
Due to their ability to produce engaging content more quickly, over-the-top (OTT) app builders have made the process of creating video applications more accessible. The invitation to explore these platforms emphasizes how over-the-top (OTT) applications hold the potential to transform digital entertainment.
Young Tom Selleck: A Journey Through His Early Years and Rise to Stardomgreendigital
Introduction
When one thinks of Hollywood legends, Tom Selleck is a name that comes to mind. Known for his charming smile, rugged good looks. and the iconic mustache that has become synonymous with his persona. Tom Selleck has had a prolific career spanning decades. But, the journey of young Tom Selleck, from his early years to becoming a household name. is a story filled with determination, talent, and a touch of luck. This article delves into young Tom Selleck's life, background, early struggles. and pivotal moments that led to his rise in Hollywood.
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Early Life and Background
Family Roots and Childhood
Thomas William Selleck was born in Detroit, Michigan, on January 29, 1945. He was the second of four children in a close-knit family. His father, Robert Dean Selleck, was a real estate investor and executive. while his mother, Martha Selleck, was a homemaker. The Selleck family relocated to Sherman Oaks, California. when Tom was a child, setting the stage for his future in the entertainment industry.
Education and Early Interests
Growing up, young Tom Selleck was an active and athletic child. He attended Grant High School in Van Nuys, California. where he excelled in sports, particularly basketball. His tall and athletic build made him a standout player, and he earned a basketball scholarship to the University of Southern California (U.S.C.). While at U.S.C., Selleck studied business administration. but his interests shifted toward acting.
Discovery of Acting Passion
Tom Selleck's journey into acting was serendipitous. During his time at U.S.C., a drama coach encouraged him to try acting. This nudge led him to join the Hills Playhouse, where he began honing his craft. Transitioning from an aspiring athlete to an actor took time. but young Tom Selleck became drawn to the performance world.
Early Career Struggles
Breaking Into the Industry
The path to stardom was a challenging one for young Tom Selleck. Like many aspiring actors, he faced many rejections and struggled to find steady work. A series of minor roles and guest appearances on television shows marked his early career. In 1965, he debuted on the syndicated show "The Dating Game." which gave him some exposure but did not lead to immediate success.
The Commercial Breakthrough
During the late 1960s and early 1970s, Selleck began appearing in television commercials. His rugged good looks and charismatic presence made him a popular brand choice. He starred in advertisements for Pepsi-Cola, Revlon, and Close-Up toothpaste. These commercials provided financial stability and helped him gain visibility in the industry.
Struggling Actor in Hollywood
Despite his success in commercials. breaking into large acting roles remained a challenge for young Tom Selleck. He auditioned and took on small parts in T.V. shows and movies. Some of his early television appearances included roles in popular series like Lancer, The F.B.I., and Bracken's World. But, it would take a
Tom Selleck Net Worth: A Comprehensive Analysisgreendigital
Over several decades, Tom Selleck, a name synonymous with charisma. From his iconic role as Thomas Magnum in the television series "Magnum, P.I." to his enduring presence in "Blue Bloods," Selleck has captivated audiences with his versatility and charm. As a result, "Tom Selleck net worth" has become a topic of great interest among fans. and financial enthusiasts alike. This article delves deep into Tom Selleck's wealth, exploring his career, assets, endorsements. and business ventures that contribute to his impressive economic standing.
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Early Life and Career Beginnings
The Foundation of Tom Selleck's Wealth
Born on January 29, 1945, in Detroit, Michigan, Tom Selleck grew up in Sherman Oaks, California. His journey towards building a large net worth began with humble origins. , Selleck pursued a business administration degree at the University of Southern California (USC) on a basketball scholarship. But, his interest shifted towards acting. leading him to study at the Hills Playhouse under Milton Katselas.
Minor roles in television and films marked Selleck's early career. He appeared in commercials and took on small parts in T.V. series such as "The Dating Game" and "Lancer." These initial steps, although modest. laid the groundwork for his future success and the growth of Tom Selleck net worth. Breakthrough with "Magnum, P.I."
The Role that Defined Tom Selleck's Career
Tom Selleck's breakthrough came with the role of Thomas Magnum in the CBS television series "Magnum, P.I." (1980-1988). This role made him a household name and boosted his net worth. The series' popularity resulted in Selleck earning large salaries. leading to financial stability and increased recognition in Hollywood.
"Magnum P.I." garnered high ratings and critical acclaim during its run. Selleck's portrayal of the charming and resourceful private investigator resonated with audiences. making him one of the most beloved television actors of the 1980s. The success of "Magnum P.I." played a pivotal role in shaping Tom Selleck net worth, establishing him as a major star.
Film Career and Diversification
Expanding Tom Selleck's Financial Portfolio
While "Magnum, P.I." was a cornerstone of Selleck's career, he did not limit himself to television. He ventured into films, further enhancing Tom Selleck net worth. His filmography includes notable movies such as "Three Men and a Baby" (1987). which became the highest-grossing film of the year, and its sequel, "Three Men and a Little Lady" (1990). These box office successes contributed to his wealth.
Selleck's versatility allowed him to transition between genres. from comedies like "Mr. Baseball" (1992) to westerns such as "Quigley Down Under" (1990). This diversification showcased his acting range. and provided many income streams, reinforcing Tom Selleck net worth.
Television Resurgence with "Blue Bloods"
Sustaining Wealth through Consistent Success
In 2010, Tom Selleck began starring as Frank Reagan i
240529_Teleprotection Global Market Report 2024.pdfMadhura TBRC
The teleprotection market size has grown
exponentially in recent years. It will grow from
$21.92 billion in 2023 to $28.11 billion in 2024 at a
compound annual growth rate (CAGR) of 28.2%. The
teleprotection market size is expected to see
exponential growth in the next few years. It will grow
to $70.77 billion in 2028 at a compound annual
growth rate (CAGR) of 26.0%.
Scandal! Teasers June 2024 on etv Forum.co.zaIsaac More
Monday, 3 June 2024
Episode 47
A friend is compelled to expose a manipulative scheme to prevent another from making a grave mistake. In a frantic bid to save Jojo, Phakamile agrees to a meeting that unbeknownst to her, will seal her fate.
Tuesday, 4 June 2024
Episode 48
A mother, with her son's best interests at heart, finds him unready to heed her advice. Motshabi finds herself in an unmanageable situation, sinking fast like in quicksand.
Wednesday, 5 June 2024
Episode 49
A woman fabricates a diabolical lie to cover up an indiscretion. Overwhelmed by guilt, she makes a spontaneous confession that could be devastating to another heart.
Thursday, 6 June 2024
Episode 50
Linda unwittingly discloses damning information. Nhlamulo and Vuvu try to guide their friend towards the right decision.
Friday, 7 June 2024
Episode 51
Jojo's life continues to spiral out of control. Dintle weaves a web of lies to conceal that she is not as successful as everyone believes.
Monday, 10 June 2024
Episode 52
A heated confrontation between lovers leads to a devastating admission of guilt. Dintle's desperation takes a new turn, leaving her with dwindling options.
Tuesday, 11 June 2024
Episode 53
Unable to resort to violence, Taps issues a verbal threat, leaving Mdala unsettled. A sister must explain her life choices to regain her brother's trust.
Wednesday, 12 June 2024
Episode 54
Winnie makes a very troubling discovery. Taps follows through on his threat, leaving a woman reeling. Layla, oblivious to the truth, offers an incentive.
Thursday, 13 June 2024
Episode 55
A nosy relative arrives just in time to thwart a man's fatal decision. Dintle manipulates Khanyi to tug at Mo's heartstrings and get what she wants.
Friday, 14 June 2024
Episode 56
Tlhogi is shocked by Mdala's reaction following the revelation of their indiscretion. Jojo is in disbelief when the punishment for his crime is revealed.
Monday, 17 June 2024
Episode 57
A woman reprimands another to stay in her lane, leading to a damning revelation. A man decides to leave his broken life behind.
Tuesday, 18 June 2024
Episode 58
Nhlamulo learns that due to his actions, his worst fears have come true. Caiphus' extravagant promises to suppliers get him into trouble with Ndu.
Wednesday, 19 June 2024
Episode 59
A woman manages to kill two birds with one stone. Business doom looms over Chillax. A sobering incident makes a woman realize how far she's fallen.
Thursday, 20 June 2024
Episode 60
Taps' offer to help Nhlamulo comes with hidden motives. Caiphus' new ideas for Chillax have MaHilda excited. A blast from the past recognizes Dintle, not for her newfound fame.
Friday, 21 June 2024
Episode 61
Taps is hungry for revenge and finds a rope to hang Mdala with. Chillax's new job opportunity elicits mixed reactions from the public. Roommates' initial meeting starts off on the wrong foot.
Monday, 24 June 2024
Episode 62
Taps seizes new information and recruits someone on the inside. Mary's new job
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Today's fast-paced environment worries companies of all sizes about efficiency and security. Businesses are constantly looking for new and better solutions to solve their problems, whether it's data security or facility access. RFID for access control technologies have revolutionized this.
From the Editor's Desk: 115th Father's day Celebration - When we see Father's day in Hindu context, Nanda Baba is the most vivid figure which comes to the mind. Nanda Baba who was the foster father of Lord Krishna is known to provide love, care and affection to Lord Krishna and Balarama along with his wife Yashoda; Letter’s to the Editor: Mother's Day - Mother is a precious life for their children. Mother is life breath for her children. Mother's lap is the world happiness whose debt can never be paid.
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Matt Rife Cancels Shows Due to Health Concerns, Reschedules Tour Dates.pdfAzura Everhart
Matt Rife's comedy tour took an unexpected turn. He had to cancel his Bloomington show due to a last-minute medical emergency. Fans in Chicago will also have to wait a bit longer for their laughs, as his shows there are postponed. Rife apologized and assured fans he'd be back on stage soon.
https://www.theurbancrews.com/celeb/matt-rife-cancels-bloomington-show/
2. April 18, 2006 LIS580- Spring 2006 2
Roadmap
• Organizing and organizations
• Structure of organizations
• Matrix organizations
• Networked organizations
• Learning organizations
• Challenges in organizations
3. April 18, 2006 LIS580- Spring 2006 3
What Is Organizing?
• Organizing
– Arranging the
activities of the
enterprise in such
a way that they
systematically
contribute to the
enterprise’s goals.
G.Dessler, 2003
4. April 18, 2006 LIS580- Spring 2006 4
Depicting the Organization
• Organization Chart
– A chart that shows the
structure of the
organization including
the title of each
manager’s position
and, by means of
connecting lines, who
is accountable to whom
and who has authority
for each area.
G.Dessler, 2003
5. April 18, 2006 LIS580- Spring 2006 5
Organization Chart
I n f o r m a t io n S e r v ic e s G r o u p
C a ta lo g e r
C a ta lo g e r
C u s t o m e r L i a i s o n
T a x o n o m y D e s i g n e r
K n o w le d g e A r c h i te c t u r e L e a d
D e v e lo p e r
D e v e lo p e r
S y s t e m s A d m in
S e a r c h / S y s t e m s L e a d
A s s i s t a n t D e s i g n e r
D e s i g n L e a d
K n o w le d g e A r c h i t e c t u r e M a n a g e r
6. April 18, 2006 LIS580- Spring 2006 6
Organization Design and
Structure
• Organization design
– A process in which managers develop or
change their organization’s structure
• Work specialization
– A component of organization structure that
involves having each discrete step of a job
done by a different individual rather than
having one individual do the whole job
Prentice Hall, 2002
7. April 18, 2006 LIS580- Spring 2006 7
Economies of Work
Specialization
Prentice Hall, 2002
8. April 18, 2006 LIS580- Spring 2006 8
Stages of Organizational
Development
• Simple structure
– An organization that is low in specialization
and formalization but high in centralization
• Functional structure
– An organization in which similar and related
occupational specialties are grouped
together
• Divisional structure
– An organization made up of self-contained
units
Prentice Hall, 2002
9. April 18, 2006 LIS580- Spring 2006 9
Stages of Organizational
Development (cont’d)
• Matrix structure
– An organization in which specialists from functional
departments are assigned to work on one or more
projects led by a project manager
• Team-based structure
– An organization that consists entirely of work
groups or teams
• Boundaryless organization
– An organization that is not defined or limited by
boundaries or categories imposed by traditional
structures Prentice Hall, 2002
10. April 18, 2006 LIS580- Spring 2006 10
Mechanistic and Organic
Organizations
• Mechanistic organization
– The bureaucracy; a structure that is high in
specialization, formalization, and
centralization
• Organic organization
– An adhocracy; a structure that is low in
specialization, formalization, and
centralization
• Structure follows strategy
Prentice Hall, 2002
11. April 18, 2006 LIS580- Spring 2006 11
G.Dessler, 2003
Burns and Stalker
12. April 18, 2006 LIS580- Spring 2006 12
Structure Variables
• Principles
– Chain of command
– Span of control
– Authority
– Power
– Responsibility
• Departmentalization
– Functional
– Divisional
• Product
• Customer
• Geographic
• Process
Prentice Hall, 2002
13. April 18, 2006 LIS580- Spring 2006 13
Organizational Structure: Control
• Chain of command
– The management principle that no person should report to
more than one boss
• Span of control
– The number of subordinates a manager can direct efficiently
and effectively
• Authority
– The rights inherent in a managerial position to give orders
and expect them to be obeyed
• Responsibility
– An obligation to perform assigned activities
• Power
– An individual’s capacity to influence decisions
Prentice Hall, 2002
14. April 18, 2006 LIS580- Spring 2006 14
Chain of Command
Prentice Hall, 2002
15. April 18, 2006 LIS580- Spring 2006 15
Tall And Flat Organizations, And
The Span Of Control
• Span of Control
– The number of subordinates reporting directly to a
supervisor.
• Wide spans: larger number of direct reports.
• Narrow spans: fewer number of direct reports.
• Tall vs. Flat Organizations
– Tall organizations: more management layers and
more hierarchical controls.
– Flat organizations: fewer management layer and
decision making closer to the customer.
G.Dessler, 2003
16. April 18, 2006 LIS580- Spring 2006 16
FIGURE 6–9
Spans of Control in Country-Based
Organization
G.Dessler, 2003
17. April 18, 2006 LIS580- Spring 2006 17
Types of Organizational Authority
• Line authority
– The position authority (given and defined by
the organization) that entitles a manager to
direct the work of operative employees
• Staff authority
– Positions that have some authority (e.g.,
organization policy enforcement) but that
are created to support, assist, and advise
the holders of line authority
Prentice Hall, 2002
18. April 18, 2006 LIS580- Spring 2006 18
Authority Versus Power
Prentice Hall, 2002
19. April 18, 2006 LIS580- Spring 2006 19
Types of Power
Legitimate
Power based on one’s position in
the formal hierarchy
Coercive Power based on fear
Reward
Power based on the ability to
distribute something that others
value
Expert
Power based on one’s expertise,
special skill, or knowledge
Referent
Power based on identification
with a person who has resources
or traits
Prentice Hall, 2002
20. April 18, 2006 LIS580- Spring 2006 20
Checklist 7.3
Principles of Delegation
The manager can delegate authority but cannot
delegate responsibility.
Clarify the assignment.
Delegate, don’t abdicate.
Know what to delegate.
Specify the subordinate’s range of discretion.
Authority should equal responsibility.
Make the person accountable for results.
Beware of backward delegation.
G.Dessler, 2003
21. April 18, 2006 LIS580- Spring 2006 21
Departmentalization:
Creating Departments
• Departmentalization
– The process through which an
organization’s activities are grouped
together and assigned to managers; the
organizationwide division of work.
G.Dessler, 2003
22. April 18, 2006 LIS580- Spring 2006 22
Departmentalization
• Functional
– The grouping of activities by functions performed
• Product
– The grouping of activities by product produced
• Customer
– The grouping of activities by common customers
• Geographic
– The grouping of activities by territory
• Process
– The grouping of activities by work or customer flow
23. April 18, 2006 LIS580- Spring 2006 23
Organizing Departments by
Function
• Functional Departmentalization
– A form of organization that groups a
company’s activities around essential
functions such as
manufacturing,
sales, or finance.
G.Dessler, 2003
24. April 18, 2006 LIS580- Spring 2006 24
Functional Departmentalization
FIGURE 6–1
G.Dessler, 2003
25. April 18, 2006 LIS580- Spring 2006 25
Organizing Departments by Self-
Contained Divisions/Purposes
• Product Departmentalization
– Grouping departments around a firm’s
products or services, or each family of
products or services; also referred to as a
“divisional” organization.
• Customer Departmentalization
– Self-contained departments are organized
to serve the needs of specific groups of
customers.
G.Dessler, 2003
26. April 18, 2006 LIS580- Spring 2006 26
Divisional Organization
for a Pharmaceuticals Company
FIGURE 6–2
G.Dessler, 2003
27. April 18, 2006 LIS580- Spring 2006 27
FIGURE 6–3
Customer Departmentalization,
Grayson Steel Company
G.Dessler, 2003
28. April 18, 2006 LIS580- Spring 2006 28
Organizing Departments by Self-
Contained Divisions/Purposes (cont’d)
• Marketing-channel Departmentalization
– Departments focus on particular marketing
channels, such as drugstores or grocery
stores.
• Geographic (Territorial)
Departmentalization
– Separate departments are established for
each of the territories in which the
enterprise does business.
G.Dessler, 2003
29. April 18, 2006 LIS580- Spring 2006 29
FIGURE 6–4
Marketing Channel
Departmentalization
G.Dessler, 2003
30. April 18, 2006 LIS580- Spring 2006 30
FIGURE 6–5
Divisional Organizations
Facilitate Coordination
G.Dessler, 2003
31. April 18, 2006 LIS580- Spring 2006 31
Checklist 6.1
Functional vs. Divisional Organizations
Functional Organization Advantages
1. It is simple, obvious, and logical.
2. It fosters efficiency.
3. It can simplify executive hiring and training.
4. It can facilitate the top manager’s control.
Functional Organization Disadvantages
1. It increases the workload on the executive to
whom the functional department heads
report.
2. It may reduce the firm’s sensitivity to and
service to the customer.
3. It produces fewer general managers.
G.Dessler, 2003
32. April 18, 2006 LIS580- Spring 2006 32
Checklist 6.1 (cont’d)
Functional vs. Divisional Organizations
Divisional Organization Advantages
1. The product or service gets the single-
minded attention of its own general
manager and unit, and its customers
may get better, more responsive
service.
2. It’s easier to judge performance.
3. It develops general managers.
4. It reduces the burden for the
company’s CEO.
G.Dessler, 2003
33. April 18, 2006 LIS580- Spring 2006 33
Checklist 6.1 (cont’d)
Functional vs. Divisional Organizations
Divisional Organization
Disadvantages
1. It creates duplication of effort.
2. It may diminish top management’s
control.
3. It requires more managers with
general management abilities.
4. It can breed compartmentalization.
G.Dessler, 2003
34. April 18, 2006 LIS580- Spring 2006 34
Creating Matrix Organizations
• Matrix Organization
– An organization structure in which
employees are permanently attached to
one department but also simultaneously
have ongoing assignments in which they
report to project, customer, product, or
geographic unit heads.
G.Dessler, 2003
35. April 18, 2006 LIS580- Spring 2006 35
FIGURE 6–6
Matrix Organization
Departmentalization
G.Dessler, 2003
36. April 18, 2006 LIS580- Spring 2006 36
Matrix Organizations
Advantages
• Access to expertise.
• Stability of
permanent
department
assignments for
employees.
• Allows for focus on
specific projects,
products, or
customers.
Disadvantages
• Confusion of
command.
• Power struggles and
conflicts.
• Lost time in
coordinating.
• Excess overhead for
managing matrix
functions.
G.Dessler, 2003
37. April 18, 2006 LIS580- Spring 2006 37
Departmentalization in Practice:
A Hybrid
• Why mix the types of departmentalization?
– Hierarchical considerations
• The relationship of top level departments to their
subsidiary departments.
– Efficiency
• Product, customer, and territorial departments tend to
result in duplicate sales, manufacturing, and other
functional departments.
– Common sense
• Departmentalizing is still more an art than a science.
G.Dessler, 2003
38. April 18, 2006 LIS580- Spring 2006 38
FIGURE 6–8
The New Summer Tour Organization
G.Dessler, 2003
39. April 18, 2006 LIS580- Spring 2006 39
Network-based Organizations
• Organizational Network
– A system of interconnected or cooperating
individuals.
• Informal Networks
– Communication pathways and relationships
between individuals in an organization that
do not necessarily conform to the formal
chain of command and communication
networks of an organization.
G.Dessler, 2003
40. April 18, 2006 LIS580- Spring 2006 40
Network-based Organizations
(cont’d)
• Formal Organizational Network
– A recognized group of managers or other
employees assembled by the CEO and the
other senior executive team, drawn from
across the company’s functions, business
units, geography, and levels.
• Electronic Organizational Networks
– Networking through technology-supported
devices such as e-mail, video-conferencing,
and collaborative computing software like
Lotus Notes.
G.Dessler, 2003
41. April 18, 2006 LIS580- Spring 2006 41
Formal vs. Social Structure
Cross, Rob. A bird's-eye view: Using social network analysis to
improve knowledge creation and sharing. IBM Executive strategy
report 04Jun2002
http://www-1.ibm.com/services/us/index.wss/xs/imc/a1001262
Rarely do the
communication patterns
match the formal
structure
42. April 18, 2006 LIS580- Spring 2006 42
Network-based Organizations
(cont’d)
• Team-Based Organizations
– Team
• A group of people committed to a common purpose, set
of performance goals, and approach for which they hold
themselves mutually accountable.
• Horizontal Corporations
– A structure that is organized around customer-
oriented processes performed by multidisciplinary
cross-functional teams rather than by formal
functional departments.
G.Dessler, 2003
43. April 18, 2006 LIS580- Spring 2006 43
FIGURE 6–11
The Horizontal Corporation
Source: John A.
Byrne, “The Horizontal
Corporation,” Business
Week, 20 December
1993, p. 80. G.Dessler, 2003
44. April 18, 2006 LIS580- Spring 2006 44
Checklist 6.2
Building Horizontal Organizations
Make responsibilities overlap. Design
individual jobs as broadly as possible, and
keep the number of job titles to a minimum.
Base rewards on unit performance to
emphasize the importance of working
together.
Change the physical layout to promote
collective responsibility. Let people see each
other’s work.
Redesign work procedures, provide computer
terminals, use the e-mail network, and make
sure managers are available.
G.Dessler, 2003
46. April 18, 2006 LIS580- Spring 2006 46
Other Organization Types
• Federal Organization
– An organization in which power is distributed
between a central unit and a number of
constituents, but the central unit’s authority is
intentionally limited.
• Virtual Organization
– A temporary network of independent companies
that use information technology to share skills,
reduce costs, and provide access to one another’s
markets.
– Its success depends on each of the individual
firms’ responsibility and self-interest to accomplish
the network’s purpose.
G.Dessler, 2003
47. April 18, 2006 LIS580- Spring 2006 47
G.Dessler, 2003
Effect of Technology on Structure
48. April 18, 2006 LIS580- Spring 2006 48
When Organizing:
Always Keep Your Goals in Mind
• Business environments are in a constant state
of change.
• An organization’s strategy must be adapted to
changes in its competitive environment.
• Structure follows strategy.
– Strategic change creates the need for restructuring
the organization to acquire new and different
knowledge, skills and abilities.
G.Dessler, 2003
49. April 18, 2006 LIS580- Spring 2006 49
Checklist 7.1
What Determines Organization Structure
Environment. Fast-changing environments
require organic structures; slowly changing
environments favor mechanistic structures.
Technology. Unit and continuous production
processes favor organic structures. Mass
production processes favor mechanistic structures.
Goals. Ask, “What are the main goals we want to
achieve via this organization?”
Pros and cons. Each approach to
departmentalization has pros and cons.
Logic and common sense.
G.Dessler, 2003
50. April 18, 2006 LIS580- Spring 2006 50
What Are Learning
Organizations?
1. Adopt an organic, networked organizational
form.
2. Encourage their employees to learn and to
confront their assumptions
3. Have employees who share a common vision
4. Have the capacity
• to adapt to unforeseen situations
• to learn from their own experiences
• to shift their shared mindsets
• to change more quickly, broadly, and deeply than
ever before.
G.Dessler, 2003
51. April 18, 2006 LIS580- Spring 2006 51
Organizational Learning as a
Dynamic Process
Crossan, Lane, & White (1999)
52. April 18, 2006 LIS580- Spring 2006 52
Abolishing Organizational
Boundaries
• Boundaryless Organization
– An organization in which management
strips away the “walls” which typically
separate organizational functions and
hierarchical levels, through
the widespread use of
teams, networks, and
similar structural
mechanisms.
G.Dessler, 2003
54. April 18, 2006 LIS580- Spring 2006 54
Managing Learning Organizations
• How to Streamline Organizational Decision
Making
– Downsize
– Reduce management layers
– Establish miniunits
• How to Cultivate Employees’ Personal
Mastery
– Provide continuous learning opportunities.
– Foster inquiry and dialogue.
– Establish mechanisms to ensure that the
organization is continuously aware of and can
interact with its environment.
G.Dessler, 2003
55. April 18, 2006 LIS580- Spring 2006 55
Challenges in Organization
• Merging separate organizations with different
structures
• Changing an existing organization to meet
external or internal changes in conditions
• Conflicts between departments or groups
• Interdependence between organizational units
• Centralization vs. decentralization
56. April 18, 2006 LIS580- Spring 2006 56
FIGURE 7–5
Part of the “Independent Integrator” Challenge
Facing the Homeland Security Director
Source: Alison Mitchell, “Disputes Erupt over Ridges Needs
for His Job,” New York Times, 9 November 2001, p. B7. G.Dessler, 2003
57. April 18, 2006 LIS580- Spring 2006 57
Methods for Achieving
Coordination
• Mutual Adjustment
– Achieving coordination
through face-to-face
interpersonal
interaction.
• Use Rules and
Procedures
• Standardize
• Exercise Direct
Supervision: Use the
Chain of Command
• Divisionalize
• Appoint Staff
Assistants
• Appoint Liaisons
• Appoint Committees
• Organize Independent
Integrators
– An individual or a group
that coordinates the
activities of several
interdependent
departments, but is
independent of them.
G.Dessler, 2003
58. April 18, 2006 LIS580- Spring 2006 58
Managing Organizational Conflict
• Line–Staff Conflict
– Disagreements between a line manager
and the staff manager who is giving him or
her advice.
• How to Organize to Reduce Interunit
Conflict
– Appeal to power and
the chain of command
– Reduce interdependence
– Exchange personnel
G.Dessler, 2003
59. April 18, 2006 LIS580- Spring 2006 59
FIGURE 7–6
Types of Interdependence
Source: Based on James Thompson, Organizations in Action
(New York: McGraw-Hill, 1967), Chapter 2.
G.Dessler, 2003
60. April 18, 2006 LIS580- Spring 2006 60
Centralization and
Decentralization
• Centralization
– A function of how much decision-making
authority is pushed down to lower levels in
an organization; the more centralized an
organization, the higher the level at which
decisions are made
• Decentralization
– The pushing down of decision-making
authority to the lowest levels of an
organization
Prentice Hall, 2002
61. April 18, 2006 LIS580- Spring 2006 61
Decentralize?
• Decentralized Organization
– Organizational authority for most departmental
decisions is delegated to the department heads.
– Control for major companywide decisions is
maintained at the headquarters office.
• Decentralization Rules:
– Decentralize decisions that affect only one division
or area and that would take a long time for upper
management to make.
– Centralize decisions that could adversely affect the
entire firm and that upper management can fairly
quickly and easily.
G.Dessler, 2003
62. April 18, 2006 LIS580- Spring 2006 62
Problems With Size
• “There is a fairly common perception that large organizations
tend to behave much less “intelligently” than their size suggests.
They often lose the decisiveness seen in small groups and may
seem "stupid" to people within them who work with ideas and
knowledge.”
• “There appears to be a fundamental upper limit on the average
per capita decision rate that an organization can sustain,
depending inversely on the organization's entropy. If the limit is
broached, impaired productivity among knowledge managers
may result and large organizations may be disadvantaged when
performing knowledge-intensive tasks that require efficient use
of intellectual capital.”
Janow, R. Shannon “Entropy and Productivity: Why Big Organizations Can Seem Stupid”. Analytic Solutions Group, LLC. 2/28/2004
http://physics.njit.edu/~janow/Paper20040228njit.pdf
63. April 18, 2006 LIS580- Spring 2006 63
Hammer vs. Deming
• What tradeoffs did Deming and Hammer
make in their approaches to designing
organizations?
• Did you notice who was given power in
Deming’s approach vs. Hammer?
• What is driving NYNEX to make changes in
their organization structure?
• What component of the organization is
hardest to change?
• Do you see the same issues arising in the
“War at Work” article?
64. April 18, 2006 LIS580- Spring 2006 64
Next Time
• Managing People
– Read Chapter 9 (not 8!!) and the articles
• Discussion group questions:
– How can relations be improved between Stanley
and the reference librarians?
– How, without simply complaining about Stanley,
can you persuade Joanna to listen to the
reference department’s perspective?
– Who defines the responsibilities of each
department, and how can you, as an interested
party, help accomplish this?