The document discusses organizational design and different types of structures. It describes the purposes of organizing as dividing work into jobs and departments, assigning tasks, coordinating work, and establishing authority. There are two main types of structures - mechanistic, which is rigid with specialization, and organic, which is flexible with cross-functional teams. The best structure depends on contingency factors like an organization's goals, technology, environment and size. Common traditional designs include simple, functional, and divisional structures, each with their own strengths and weaknesses.
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Career Development at GlaxoSmithKline Pakistan (HRM: AHK)Zeeshan Ali
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There are vast ranges of resources available to help employees determine and meet developmental needs discussed in the presentation.
Organisational productivity is about assessing and improving the efficiency and effectiveness of public and private sector organisations. Four productivity models are explained and linked to a wide range of productivity improvement methodologies.
Career Development at GlaxoSmithKline Pakistan (HRM: AHK)Zeeshan Ali
GSK is committed to rewarding, developing and retaining talent. It shares the responsibility of its people career development needs through support in financial terms as well as in career through a wide range of programs including rotations in different departments so employees can have an overview of the business process. Then a training and development plan is prepared and all Departmental Heads are involved in it. Periodic assessment is done for training and developmental needs and also for analyzing skills and potential of employees. Based on this at final stage employee is evaluated though a series of interviews and then either promoted or transferred to more appropriate department matched for skills and potential. Most of the time succession planning is done at the time of hiring of a new employee. HR works in close collaboration with departmental heads and defines the road map for a job position.
There are vast ranges of resources available to help employees determine and meet developmental needs discussed in the presentation.
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Employee training is fluid, dynamic and complex – which is why competency-based training is a more important strategic component of today’s employee learning strategies. www.bizlibrary.com/webinars
Ensuring the whole management team of a firm identify the impact of properly crafted succession plan: The effects of its presence and absence on business continuity and competitiveness.
Like many people management issues, our ability to manage absence effectively is enhanced by accurate, timely and accessible information. This report aims to provide line and Human Resources managers with some tools and techniques to help them quantify, monitor and manage the problem absenteeism.
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Provides background on high-potential talent.
Offers steps HR and talent management professionals can take to establish an effective high-potential talent identification program.
Identifies the competencies leading organizations are seeking in high-potential talent.
Discusses other factors HR and talent management professionals should consider when identifying high-potential talent.
A hospital is a health care institution providing patient treatment with specialized medical and nursing staff and medical equipment.The best-known hospital is the AGA KHAN UNIVERSITY HOSPITAL.
Staff training and leadership developmentMohanraj V
Staff training and development- Meaning, benefits, Types importance, Staff Development Resources on the Web, Leadership development, Model, Path for leadership development.
How to Create a Competency-Based Training Program. Webinar 04.09.14BizLibrary
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these presentation was made by Georgian-American University students for Mgmt mid-term, it covers coca colas Environment,Organizational Culture,SR an Ethics,Organizational Strategies,Organizational Structure and Design And HR Mgmt
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CMQ/OE Certification Prep. Course - Part 1- Chapter 01| Video # 01EngHosamAbdAlGaleil
Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can have on an organization.
Click the QR code to watch the video
For more videos, contact us on Whatsapp: 002-01226354671
CMQ/OE Certification Prep. Course - Part 1- Chapter 01| Video # 01EngHosamAbdAlGaleil
Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can have on an organization.
Click the QR code to watch the video
For more videos, contact us on Whatsapp: 002-01226354671
Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can have on an organization.
* Click the QR code to watch the video
* For more videos, contact us on Whatsapp: 002-01226354671
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
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http://sandymillin.wordpress.com/iateflwebinar2024
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The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
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Overview on Edible Vaccine: Pros & Cons with Mechanism
Basic organizational design assignment
1. Chapter No. 10
Basic Organizational Design
Topic 10.1
Designing Organizational Structure
Purposes of organizing
Divides work to be done into specific jobs and departments.
Assigns tasks and responsibilities associated with individual jobs.
Coordinates diverse organizational tasks.
Clusters jobs into units.
Establishes relationship among individuals, groups and departments.
Establishes formal lines of authority.
Allocates and deploys organizational resources.
Organizing
Arranging and structuring work to accomplish the organization’s goals.
Organizational structure
The formal arrangement of jobs within and organization.
Organizational chart
The visual representation of an organization’s structure.
Organizational design
Creating or changing an organization’s structure.
Work specialization
Dividing work activities into separate job tasks.
Departmentalization
The basis by which jobs are grouped together is called departmentalization. E.g. a College has
many departments in it like financial aid department or department of student services.
2. The five commons forms of departmentalization
1. Functional departmentalization
Groups jobs according to function. e. g. Plant manager
2. Geographical departmentalization
Groups jobs according to geographical region. e.g. Vice president for sales
3. Product departmentalization
Groups jobs by product line. e. g. Bombardier, Ltd.
4. Process departmentalization
Groups’ jobs on the basis of product and customer flow. e. g. plant
superintendent
5. Customer departmentalization
Groups jobs on the basis of specific and unique customer we have common
needs. e. g. director of sales
Cross-functional team
A work team composed of individuals from various functional specialties.
Chain of commands
The line of authority extending from upper organizational levels to the lowest levels, which
clarifies who reports the whom.
Authority
The rights inherent in a managerial position to tell people what to do and to expect them to do
it.
Acceptance theory of authority
The view that authority comes from the willingness of subordinates to accept it.
Line authority
Authority that entities a manager to direct the work of an employee.
Staff authority
Position with some authority that have been created to support, assist and advise those holding
line authority.
3. Responsibility
The obligation or expectation to perform any assigned duties.
Unity of command
The management principle that each person should report to only one manager.
Span of control
The number of employees a manager can efficiently and effectively manage.
Topic no 10.2
Contrast mechanistic and organic structures
Mechanistic versus organic organization
Mechanistic
High specialization
Rigid departmentalization
Clear chain of command
Narrow spans of control
Centralization
High formalization
Organic
Cross-functional teams
Cross-hierarchical teams
Free flow of information
Wide spans of control
Decentralization
Low formalization
Centralization
The degree to which decision making is concentrated at upper level of the organization.
4. Decentralization
The degree to which lower-level employees provide input or actually make decisions.
Employee empowerment
Giving employees more authority (power) to make decisions.
Formalization
How standardized an organization’s jobs are and the extent to which employee behavior is
guided by rules and procedures.
Topic 10.3
Contingency factors affecting structural choice
Mechanistic organization
An organizational design that’s rigid and tightly controlled
Organic organization
An organizational design that’s highly adaptive and flexible
Topic 10.4
Traditional organizational designs
Unit production
The production of items in units or small batches.
Mass production
The production of items in large batches
Process production
The production of items in continuous processes
Simple structure
An organizational design with low departmentalization, wide spans of control, centralized
authority, and little formalization.
5. Functional structure
An organizational design that groups together similar or related occupational specialties.
Divisional structure
An organizational structure made up of separate , semiautonomous units or divisions
Simple structure
Strengths: fast; flexible; inexpensive to maintain; clear accountability.
Weaknesses: not appropriate as organization grows; reliance on one person is risky.
Functional structure
Strengths: cost-saving advantages from specialization (economies of scale, minimal
duplication of people and equipment); employees are grouped with others who have similar
tasks.
Weaknesses: pursuit of functional goals can cause managers to lose sight of what’s best for
the overcall organization; functional specialists become insulated and have little understanding
of what other units are doing.
Divisional structure
Strengths: focuses on result-division managers are responsible for what happens to their
products and services.
Weaknesses: duplication of activities and resources increase costs and reduces efficiency.