This document discusses organizational structure and design. It begins by outlining learning outcomes related to fundamental concepts of organizing like work specialization and chain of command. It then discusses that organizing follows strategy and how structure should support strategic goals. The document covers different approaches to structure like functional, divisional, matrix, teams and virtual networks. It emphasizes that while structures vary, coordination across departments is always needed.
9e daft chapter_13_dynamics_of_behavior_in_organizationsfatwaamrani
This document discusses various topics relating to organizational behavior and management. It begins by defining attitudes and their relationship to personality, perception, and behavior. It describes the importance of work-related attitudes like job satisfaction and organizational commitment. It also discusses personality traits, emotional intelligence, learning styles, and stress management. The document aims to help managers understand individual and group behavior in organizations.
9e daft chapter_8_managerial_decision_makingfatwaamrani
This document discusses managerial decision making. It explains that decision making is an important part of management and discusses different types of decisions like programmed and nonprogrammed. It describes models of decision making, like the rational model and political model. The document outlines the six steps of decision making - recognizing the need, diagnosing causes, developing alternatives, selecting an alternative, implementing it, and providing feedback. It also discusses personal decision styles, biases that can lead to bad decisions, and techniques for innovative group decision making.
9e daft chapter_2_the_evolution_of_management_thinkingfatwaamrani
The document outlines the evolution of management thinking from classical to modern perspectives. It begins with scientific management in the late 19th century which focused on improving efficiency. It then discusses bureaucratic organizations and administrative principles. Next, it covers the humanistic perspective including the human relations movement, human resources, and behavioral sciences. Then, it discusses the management science perspective using quantitative methods. Recent trends discussed include systems theory, contingency view, total quality management, learning organizations, and managing technology.
9e daft chapter_6_managerial_planning_and_goal_settingfatwaamrani
The document discusses managerial planning and goal setting. It defines goals as desired future states and plans as blueprints for achieving goals. Goals exist at different levels of an organization and guide its actions. Effective goals are specific, measurable, achievable, relevant and time-bound. Management by objectives is a process that defines goals and monitors progress. In addition to single-use and standing plans, managers must also engage in contingency, scenario, and crisis planning to prepare the organization for unexpected events in today's turbulent environment.
9e daft chapter_7_strategy_formulation_and_implementationfatwaamrani
The document outlines the key components of strategic management including the levels of strategy, the strategic management process, tools for analyzing organizational strengths and weaknesses, approaches to formulating corporate and business level strategy, trends in strategy like partnerships, and considerations for strategy execution. It provides an overview of strategic management concepts and frameworks.
This document outlines key concepts in leadership from a management textbook. It defines leadership and its importance for organizations. It describes different theories of leadership, including trait, behavioral, contingency and transformational approaches. It discusses how the effective application of leadership depends on the organizational situation and characteristics of followers. It also covers topics like power and influence tactics, servant leadership, and moral leadership.
9e daft chapter_10_managing_change_and_innovationfatwaamrani
This document summarizes a chapter about managing change and innovation. It discusses three strategies for innovating products and technologies: exploration, cooperation, and entrepreneurship. It also explains that organizational change requires adopting new ideas and behaviors. Managing change effectively requires understanding sources of resistance to change, such as self-interest, lack of understanding, and uncertainty. Managers can use tactics like communication, participation, and negotiation to overcome resistance to change.
The document discusses organizational change and innovation. It defines organizational change and identifies strategies for changing products and technologies. It explains the importance of creativity, idea incubators, champions, and teams for innovation. Change requires adapting people and culture. Organizational development involves unfreezing current practices, changing to new approaches, and refreezing the changes. Resistance to change comes from self-interest, lack of understanding, and uncertainty. Tactics like communication, education, and participation can overcome resistance.
9e daft chapter_13_dynamics_of_behavior_in_organizationsfatwaamrani
This document discusses various topics relating to organizational behavior and management. It begins by defining attitudes and their relationship to personality, perception, and behavior. It describes the importance of work-related attitudes like job satisfaction and organizational commitment. It also discusses personality traits, emotional intelligence, learning styles, and stress management. The document aims to help managers understand individual and group behavior in organizations.
9e daft chapter_8_managerial_decision_makingfatwaamrani
This document discusses managerial decision making. It explains that decision making is an important part of management and discusses different types of decisions like programmed and nonprogrammed. It describes models of decision making, like the rational model and political model. The document outlines the six steps of decision making - recognizing the need, diagnosing causes, developing alternatives, selecting an alternative, implementing it, and providing feedback. It also discusses personal decision styles, biases that can lead to bad decisions, and techniques for innovative group decision making.
9e daft chapter_2_the_evolution_of_management_thinkingfatwaamrani
The document outlines the evolution of management thinking from classical to modern perspectives. It begins with scientific management in the late 19th century which focused on improving efficiency. It then discusses bureaucratic organizations and administrative principles. Next, it covers the humanistic perspective including the human relations movement, human resources, and behavioral sciences. Then, it discusses the management science perspective using quantitative methods. Recent trends discussed include systems theory, contingency view, total quality management, learning organizations, and managing technology.
9e daft chapter_6_managerial_planning_and_goal_settingfatwaamrani
The document discusses managerial planning and goal setting. It defines goals as desired future states and plans as blueprints for achieving goals. Goals exist at different levels of an organization and guide its actions. Effective goals are specific, measurable, achievable, relevant and time-bound. Management by objectives is a process that defines goals and monitors progress. In addition to single-use and standing plans, managers must also engage in contingency, scenario, and crisis planning to prepare the organization for unexpected events in today's turbulent environment.
9e daft chapter_7_strategy_formulation_and_implementationfatwaamrani
The document outlines the key components of strategic management including the levels of strategy, the strategic management process, tools for analyzing organizational strengths and weaknesses, approaches to formulating corporate and business level strategy, trends in strategy like partnerships, and considerations for strategy execution. It provides an overview of strategic management concepts and frameworks.
This document outlines key concepts in leadership from a management textbook. It defines leadership and its importance for organizations. It describes different theories of leadership, including trait, behavioral, contingency and transformational approaches. It discusses how the effective application of leadership depends on the organizational situation and characteristics of followers. It also covers topics like power and influence tactics, servant leadership, and moral leadership.
9e daft chapter_10_managing_change_and_innovationfatwaamrani
This document summarizes a chapter about managing change and innovation. It discusses three strategies for innovating products and technologies: exploration, cooperation, and entrepreneurship. It also explains that organizational change requires adopting new ideas and behaviors. Managing change effectively requires understanding sources of resistance to change, such as self-interest, lack of understanding, and uncertainty. Managers can use tactics like communication, participation, and negotiation to overcome resistance to change.
The document discusses organizational change and innovation. It defines organizational change and identifies strategies for changing products and technologies. It explains the importance of creativity, idea incubators, champions, and teams for innovation. Change requires adapting people and culture. Organizational development involves unfreezing current practices, changing to new approaches, and refreezing the changes. Resistance to change comes from self-interest, lack of understanding, and uncertainty. Tactics like communication, education, and participation can overcome resistance.
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
This document discusses innovation and change management. It notes that innovation is the creation of new ideas or rearranging old ideas. It identifies challenges to innovation such as unwillingness to expose failed ideas, bureaucracy, lack of vision/strategy, and risk aversion. Success factors for facilitating change include cultures that support change, willingness to listen to new ideas, communication, and involvement of those affected. The document outlines elements of the PDCA cycle for incremental change and lists elements needed for managing change such as leadership support, communication, training, and measurement of results. It stresses the importance of customer focus in any change and avoiding changes that negatively impact operations or quality.
Chapter 07 Managerial Planning and Goal SettingRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
The document discusses the challenges of managing organizations in turbulent times. It outlines several driving forces of change, including advancing technology, increasing workforce diversity, rising public expectations of social responsibility, globalization, and the growing power of stakeholders. To navigate these conditions, the document argues that managers must shift their mindsets to embrace flexibility, empower employees, and create collaborative workplaces. Successful organizations are actively managed to adapt to constant change rather than rely on stability.
9e daft chapter_16_managing_communicationfatwaamrani
This document discusses effective communication in management. It covers topics like the importance of communication for managers, communication channels, nonverbal communication, listening skills, formal and informal organizational communication structures, team communication, personal networks, written communication, and the manager's role in dialogues, crisis communication, feedback, and creating an open climate. The overall focus is on how managers can improve communication to facilitate information sharing and understanding within an organization.
What Your Global Perspective?
Define parochialism and explain why it can lead to problems.
Contrast ethnocentric, polycentric, and geocentric attitudes towards global business.
Describe the advantage and drawbacks of the three attitudes towards global business
Understanding the Global Environment
Describe the benefits from free trade.
Tell why the European Union began
Describe the current status of the European Union
Discuss the North American Free Trade Agreement.
9e daft chapter_15_motivating_employeesfatwaamrani
This document discusses theories and approaches for motivating employees. It covers content theories like Maslow's hierarchy of needs and ERG theory, as well as process theories including goal-setting theory, equity theory, and expectancy theory. The document also discusses job design, empowerment, and ways managers can give meaning to employees' work to increase motivation.
Chapter 11 Managing Change and InnovationRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
Management Chapter 4, 5 and 6 richard l. daftTazar Aung
The document summarizes key topics from three chapters on management. Chapter 4 discusses managing in a global environment and developing a global mindset. Chapter 5 covers managing ethics and social responsibility, including frameworks for ethical decision making and corporate social responsibility. Chapter 6 is about managing start-ups and new ventures, identifying traits of entrepreneurs and how to write an effective business plan.
This document discusses organizational change and innovation. It outlines two types of change - reactive and proactive change. It also discusses forces of change inside and outside an organization, including demographic trends, market changes, technology, and social/political pressures. Areas where change is often needed include changing people, technology, structure, and strategy. The document then outlines models for organizational development, types of innovation (product, process, incremental, and radical), characteristics of innovation, fostering innovation, and leading organizational change using Lewin's change model and eight steps.
Chapter 04 Managing in a Global EnvironmentRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
Chapter 4 leading change and innovationMohsin Akhtar
Leading change and innovation
1.roles and attitudes
2. technology
3. strategy
4. economic or people
change process
stages in change process
stages in reaction to change
prior experience and resistance to change
reasons for accepting or rejecting change
This document discusses leadership theory and provides definitions of leadership. It describes how leadership has been conceptualized over time from traits to behaviors to transformation. Leadership is defined as "a process whereby an individual influences a group of individuals to achieve a common goal." The document also describes different perspectives on leadership including trait vs process, assigned vs emergent, the relationship between leadership and power, coercion, and the differences between leadership and management.
This document discusses teams and important components of effective teams. It defines different types of teams including departmental teams, production teams, self-directed teams, advisory teams, task force teams, skunkworks teams, virtual teams, and communities of practice. Key factors for effective teams include team size, composition, environment, processes, development, and achieving goals while satisfying member needs. Stages of team development include forming, storming, norming, performing, and adjourning. Self-directed teams and virtual teams are discussed in more detail.
Chapter 19 Managerial and Quality ControlRayman Soe
The document discusses various approaches to organizational control and quality management. It describes three types of control: feedforward, concurrent, and feedback control. It also discusses total quality management (TQM) and its emphasis on continuous improvement through tools like quality circles and benchmarking. Finally, it outlines trends in quality and financial control, including balanced scorecard approaches that evaluate performance across financial, customer, internal process, and learning/growth dimensions.
This document discusses traditional and contemporary leadership theories. It begins by outlining the objectives of being able to identify historical theories from the 1900s and compare them to modern theories. A conceptual model is presented showing the relationship between transformational leadership, creative performance, empowerment, and dependency on the leader. The remainder of the document focuses on transformational and transactional leadership theories. It includes having participants complete a Transactional and Transformational Leadership Assessment (TTL) to determine their own leadership traits.
This document discusses managing diversity in the workplace. It covers topics like the changing demographics in the US and globally, defining diversity, the benefits of a diverse workforce, and challenges like biases and stereotypes. It also discusses initiatives companies use to promote diversity through training, policies, and programs. The goal is to create a culturally competent workplace that values all employees.
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
Organizational Chart and Designing AdaptiveAdz Chan
The document discusses different approaches to organizing the structure of companies, including functional, divisional, matrix, and network structures. It describes how organizing involves determining tasks, reporting relationships, and coordination systems. Key factors in choosing an organizational structure include a company's strategy, the need for flexibility vs stability, and ensuring horizontal coordination across departments. Different structures have advantages and disadvantages depending on the situation.
The document discusses different approaches to structuring organizations, including functional, divisional, matrix, team-based, and virtual network structures. It explains that organizational structure should align with and support a company's overall strategy. Effective coordination across departments is important for organizational success regardless of the structural approach used.
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
This document discusses innovation and change management. It notes that innovation is the creation of new ideas or rearranging old ideas. It identifies challenges to innovation such as unwillingness to expose failed ideas, bureaucracy, lack of vision/strategy, and risk aversion. Success factors for facilitating change include cultures that support change, willingness to listen to new ideas, communication, and involvement of those affected. The document outlines elements of the PDCA cycle for incremental change and lists elements needed for managing change such as leadership support, communication, training, and measurement of results. It stresses the importance of customer focus in any change and avoiding changes that negatively impact operations or quality.
Chapter 07 Managerial Planning and Goal SettingRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
The document discusses the challenges of managing organizations in turbulent times. It outlines several driving forces of change, including advancing technology, increasing workforce diversity, rising public expectations of social responsibility, globalization, and the growing power of stakeholders. To navigate these conditions, the document argues that managers must shift their mindsets to embrace flexibility, empower employees, and create collaborative workplaces. Successful organizations are actively managed to adapt to constant change rather than rely on stability.
9e daft chapter_16_managing_communicationfatwaamrani
This document discusses effective communication in management. It covers topics like the importance of communication for managers, communication channels, nonverbal communication, listening skills, formal and informal organizational communication structures, team communication, personal networks, written communication, and the manager's role in dialogues, crisis communication, feedback, and creating an open climate. The overall focus is on how managers can improve communication to facilitate information sharing and understanding within an organization.
What Your Global Perspective?
Define parochialism and explain why it can lead to problems.
Contrast ethnocentric, polycentric, and geocentric attitudes towards global business.
Describe the advantage and drawbacks of the three attitudes towards global business
Understanding the Global Environment
Describe the benefits from free trade.
Tell why the European Union began
Describe the current status of the European Union
Discuss the North American Free Trade Agreement.
9e daft chapter_15_motivating_employeesfatwaamrani
This document discusses theories and approaches for motivating employees. It covers content theories like Maslow's hierarchy of needs and ERG theory, as well as process theories including goal-setting theory, equity theory, and expectancy theory. The document also discusses job design, empowerment, and ways managers can give meaning to employees' work to increase motivation.
Chapter 11 Managing Change and InnovationRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
Management Chapter 4, 5 and 6 richard l. daftTazar Aung
The document summarizes key topics from three chapters on management. Chapter 4 discusses managing in a global environment and developing a global mindset. Chapter 5 covers managing ethics and social responsibility, including frameworks for ethical decision making and corporate social responsibility. Chapter 6 is about managing start-ups and new ventures, identifying traits of entrepreneurs and how to write an effective business plan.
This document discusses organizational change and innovation. It outlines two types of change - reactive and proactive change. It also discusses forces of change inside and outside an organization, including demographic trends, market changes, technology, and social/political pressures. Areas where change is often needed include changing people, technology, structure, and strategy. The document then outlines models for organizational development, types of innovation (product, process, incremental, and radical), characteristics of innovation, fostering innovation, and leading organizational change using Lewin's change model and eight steps.
Chapter 04 Managing in a Global EnvironmentRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
Chapter 4 leading change and innovationMohsin Akhtar
Leading change and innovation
1.roles and attitudes
2. technology
3. strategy
4. economic or people
change process
stages in change process
stages in reaction to change
prior experience and resistance to change
reasons for accepting or rejecting change
This document discusses leadership theory and provides definitions of leadership. It describes how leadership has been conceptualized over time from traits to behaviors to transformation. Leadership is defined as "a process whereby an individual influences a group of individuals to achieve a common goal." The document also describes different perspectives on leadership including trait vs process, assigned vs emergent, the relationship between leadership and power, coercion, and the differences between leadership and management.
This document discusses teams and important components of effective teams. It defines different types of teams including departmental teams, production teams, self-directed teams, advisory teams, task force teams, skunkworks teams, virtual teams, and communities of practice. Key factors for effective teams include team size, composition, environment, processes, development, and achieving goals while satisfying member needs. Stages of team development include forming, storming, norming, performing, and adjourning. Self-directed teams and virtual teams are discussed in more detail.
Chapter 19 Managerial and Quality ControlRayman Soe
The document discusses various approaches to organizational control and quality management. It describes three types of control: feedforward, concurrent, and feedback control. It also discusses total quality management (TQM) and its emphasis on continuous improvement through tools like quality circles and benchmarking. Finally, it outlines trends in quality and financial control, including balanced scorecard approaches that evaluate performance across financial, customer, internal process, and learning/growth dimensions.
This document discusses traditional and contemporary leadership theories. It begins by outlining the objectives of being able to identify historical theories from the 1900s and compare them to modern theories. A conceptual model is presented showing the relationship between transformational leadership, creative performance, empowerment, and dependency on the leader. The remainder of the document focuses on transformational and transactional leadership theories. It includes having participants complete a Transactional and Transformational Leadership Assessment (TTL) to determine their own leadership traits.
This document discusses managing diversity in the workplace. It covers topics like the changing demographics in the US and globally, defining diversity, the benefits of a diverse workforce, and challenges like biases and stereotypes. It also discusses initiatives companies use to promote diversity through training, policies, and programs. The goal is to create a culturally competent workplace that values all employees.
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
Organizational Chart and Designing AdaptiveAdz Chan
The document discusses different approaches to organizing the structure of companies, including functional, divisional, matrix, and network structures. It describes how organizing involves determining tasks, reporting relationships, and coordination systems. Key factors in choosing an organizational structure include a company's strategy, the need for flexibility vs stability, and ensuring horizontal coordination across departments. Different structures have advantages and disadvantages depending on the situation.
The document discusses different approaches to structuring organizations, including functional, divisional, matrix, team-based, and virtual network structures. It explains that organizational structure should align with and support a company's overall strategy. Effective coordination across departments is important for organizational success regardless of the structural approach used.
Chapter 10 Designing Adaptive OrganizationsRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
This document discusses organizational structure and design. It begins by defining organizational structure as the formal framework that divides work into jobs, groups, and departments. There are six key elements of organizational design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Common structures discussed include functional, divisional, team-based, project-based, and matrix structures. Contemporary designs like boundaryless organizations and learning organizations are also introduced. The document provides examples of different structures and discusses their strengths and weaknesses. It concludes by assigning further reading and preparation for an upcoming class discussion.
The document discusses organization architecture and structure, including the advantages and disadvantages of centralization vs decentralization, benefits of flat vs tall hierarchies, different types of organizational structures, and formal and informal integrating mechanisms used to coordinate subunits based on a company's strategy and environment. Effective coordination is most important for companies operating in rapidly changing, high-tech environments which favor more complex matrix structures and team-based integration.
The document discusses factors that affect organizational design and different types of organizational structures. It describes how the organizational environment, strategy, technology, and human resources can influence design. It then explains functional, divisional, product-based, multinational, network, virtual, and matrix designs. Tall and flat structures are also compared, with tall having many levels and narrow spans of control, while flat has fewer levels and wide spans.
Organization design fashion or fit by Henry MintzbergSana Fatima
Henry Mintzberg’s framework for organizational structures outlines six configurations, including the simple structure, machine bureaucracy, professional bureaucracy, divisional form, adhocracy, and missionary organization. These structures are defined by factors like decision-making processes, communication flow, and the level of formality.
“Organization Design: Fashion or Fit?” is referring to a consideration of whether a company should choose an organizational structure based on trends or on what best suits the company’s specific needs
This document discusses organizational structure and different types of structures. It identifies seven key elements of organizational structure: work specialization, departmentalization, chain of command, span of control, centralization and decentralization, formalization, and boundary spanning. It then describes common structures like functional, divisional, matrix, virtual teams, and circular structures. It also discusses the implications of mechanistic versus organic structures and the behavioral effects of different organizational designs.
This document discusses organizational structure and design. It covers key elements of organizational design like work specialization, departmentalization, chain of command, span of control, and centralization. Traditional organizational designs like functional, divisional, and simple structures are described. Contemporary designs include team structures, matrix structures, project structures, and boundaryless organizations. Challenges of designing organizations in today's environment are also noted.
This document provides an overview of organizational structure and design. It discusses key elements of organizational structure like departmentalization, chain of command, span of control and centralization. It also covers factors that influence organizational design decisions such as strategy, size, technology and environmental uncertainty. Different organizational designs are described including traditional functional and divisional structures as well as contemporary team, matrix and project structures. The document emphasizes that organizational structure should support organizational strategy and adapt to contingencies in the external environment.
Fundamentals of Organization Structuressuser539268
The document discusses various aspects of organization structure, including formal reporting relationships, grouping of individuals, and design of systems. It provides examples of organization charts and describes different types of organization structures like functional, divisional, matrix, and horizontal structures. It also discusses how structure can be aligned with an organization's need for efficiency versus its need for learning and continuous improvement. Key tradeoffs of different structures are presented to help managers design an optimal structure.
Organisational Structure and Change - 02.pptxssuser539268
The document discusses various approaches to organization structure, including functional, divisional, matrix, horizontal, virtual network, and hybrid structures. It describes the key characteristics of each structure and their strengths and weaknesses. Specifically, it focuses on how organization structure determines formal reporting relationships, the grouping of individuals into departments, and the design of communication, coordination, and integration systems within the organization.
This document outlines key concepts about organizational structure and design from a PowerPoint presentation. It defines organizational structure and design, and discusses the six elements that influence design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. It also covers contingency factors like strategy, size, technology, and environment that influence design, and provides examples of traditional and contemporary organizational designs.
This document outlines key concepts about organizational structure and design from a PowerPoint presentation. It defines organizational structure and design, and discusses factors that influence design decisions like work specialization, departmentalization, chain of command, span of control, and centralization. It also summarizes traditional design models like functional structures and divisional structures, as well as contemporary designs like team structures, matrix structures, and learning organizations.
This document outlines the key topics covered in a chapter on organizational structure from a management textbook. It discusses traditional and contemporary views of work specialization and departmentalization. The five main forms of departmentalization are described. Additional concepts that are defined include chain of command, span of control, centralization, decentralization, and formalization. Factors that influence organizational design decisions such as strategy, size, technology, and environmental uncertainty are also examined. Common traditional and contemporary organizational designs like functional, divisional, team-based and matrix structures are contrasted.
The document discusses different types of organizational structures and how they facilitate information sharing and coordination. It describes traditional vertical and horizontal structures, as well as functional, divisional, matrix, horizontal and virtual network structures. Each structure has strengths and weaknesses depending on the organization's goals, environment and need for efficiency versus flexibility. A hybrid structure that combines different approaches may provide the most flexibility to meet changing needs. Effective structural design aligns the organization's structure with its goals.
This document discusses organizational structure and design. It covers the key elements of organizational structure like span of control, centralization, departmentalization, and formalization. It also discusses different types of organizational structures like functional, divisional, matrix, team-based, and network structures. Additionally, it examines how organizational strategy and contingencies relate to optimal organizational design based on factors like the environment, technology, and diversity.
This document discusses organizational structure and design. It outlines four main types of organizational structures - simple, functional, divisional, and matrix. It then discusses implications of international operations and different structures that can be used, including international division, geographic area division, and worldwide functional or product divisions. The document also covers boundaryless organizational designs like barrier-free, modular and virtual organizations. It stresses the importance of coordination, integration, shared culture and horizontal processes for boundaryless designs to be effective. Overall, the document provides an overview of different organizational structures and designs firms can use both domestically and internationally.
At Microsoft, the company organizes itself according to four customer segments to better understand and serve different types of customers. This allows Microsoft to design specific products and services for each segment. There are six key elements that managers consider when designing an organizational structure: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. These elements determine how tasks are divided and coordinated within a company. Common organizational designs include simple structures, bureaucracies, and matrix structures. The appropriate design depends on factors like the company's strategy, size, and environment.
The document discusses various organization structures, including their strengths and weaknesses. It describes traditional vertical structures like functional and divisional, as well as more horizontal structures such as matrix, horizontal, and virtual networks. The key tradeoffs discussed are efficiency versus flexibility, with vertical structures prioritizing efficiency but being less adaptable, while horizontal structures emphasize communication and collaboration between departments. A hybrid approach is also noted, combining elements of different structures tailored to an organization's specific needs.
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Tutorial menggunakan MOOC memberikan instruksi untuk login ke halaman utama, memilih kursus yang diinginkan, dan mengakses materi pelajaran di dalam kursus tersebut.
9e daft chapter_11_managing_human_resourcesfatwaamrani
This document outlines key topics in human resource management including strategic HRM, talent management, workforce planning, recruitment and selection, training and development, compensation and benefits, and termination. The chapter discusses how HRM drives organizational performance by acquiring and retaining the right employees. It also covers trends such as globalization, changing social contracts between employers and employees, and innovations in attracting and managing an effective workforce.
9e daft chapter_3_the_environment_and_corporate_culturefatwaamrani
The document discusses the external environment that organizations operate in and how management must adapt to changes in that environment. It describes the general environment, task environment, and dimensions of each like international, technological, socio-cultural, economic, legal-political, and natural. It also discusses how organizations can adapt through boundary-spanning roles, partnerships, mergers, and joint ventures. The document then covers corporate culture, how it is shaped by symbols, stories, heroes and more, and how culture must match the external environment for an organization to succeed.
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The document discusses the role of management and key concepts in management. It describes the four main functions of management as planning, organizing, leading, and controlling. It also discusses the importance of efficiency and effectiveness for organizational performance. Managers require conceptual, human, and technical skills to perform their roles, which include leading employees to achieve goals, making decisions about resources, and ensuring the organization's survival. The challenges of management are increasing as the environment becomes more diverse, dynamic and turbulent.
9e daft chapter_4_managing_in_a_global_environmentfatwaamrani
The document discusses managing in a global environment. It begins by describing the emerging borderless world and globalization. It then discusses various strategies for entering international markets such as exporting, outsourcing, licensing, franchising, and direct investment. Finally, it discusses managing multinational corporations and developing cultural intelligence to be able to work across cultures.
Dokumen tersebut menjelaskan simbol-simbol yang biasa digunakan dalam membuat bagan alir sistem, termasuk jenis dokumen, proses, penyimpanan data, dan perangkat keras. Kemudian memberikan contoh kasus penggunaan bagan alir dokumen untuk memproses permintaan bahan baku secara manual antara bagian produksi, gudang, dan akuntansi.
Dokumen tersebut membahas tentang kebijakan dan perencanaan sistem informasi. Kebijakan pengembangan sistem dilakukan oleh manajemen puncak untuk memanfaatkan peluang baru atau memperbaiki kelemahan sistem lama, sedangkan perencanaan sistem melibatkan estimasi kebutuhan fisik, tenaga kerja, dan dana. Proses perencanaan meliputi perencanaan proyek sistem, persiapan proyek yang akan dikembangkan, dan
Dokumen tersebut membahas tentang metodologi pengembangan sistem yang mencakup tahapan-tahapannya seperti analisis, desain, dan implementasi. Metodologi ini digunakan untuk mengembangkan suatu sistem informasi secara sistematis.
Dokumen tersebut membahas tentang pengembangan sistem informasi, yang meliputi pengertian pengembangan sistem untuk mengganti atau memperbaiki sistem yang ada, tahapan pengembangan sistem seperti analisis sistem dan desain sistem, serta pendekatan dalam pengembangan sistem antara lain pendekatan terstruktur, pendekatan sistem, dan pendekatan berkembang.
Dokumen tersebut membahas tentang pengembangan sistem informasi, meliputi tinjauan umum pengembangan sistem, tahap-tahap pengembangan sistem (investigasi sistem, analisis sistem, desain sistem, implementasi sistem, pemeliharaan sistem), dan studi kelayakan yang meliputi 5 aspek kelayakan (teknis, operasi, ekonomis, jadwal waktu, personil).