The document discusses various types of organizational structures used by companies, including functional, divisional, and matrix structures. It describes how companies transition from functional structures to divisional structures as they grow larger and more complex. Divisional structures are organized by products, geographic regions, or markets. The document also covers hybrid, network, and boundaryless organizational structures that utilize outsourcing and electronic communication.
- Team theory product team structure involves combining specialists from support functions into product development teams, typically used when products are technologically complex or customer needs change rapidly.
- It reduces barriers between departments, increases collaboration, and allows for shorter decision-making times. However, it can be time-consuming due to compromises needed and numerous meetings.
- A network structure coordinates different organizations through contracts rather than a formal hierarchy. It allows firms to outsource activities like manufacturing, accounting, and HR to external specialists, reducing costs while gaining expertise. However, it can lack control over external firms and have coordination issues.
Ch06_2 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses different types of organizational structures including functional, divisional, matrix, and network structures. It describes how organizational structures can be designed around functional specialties, products, geographic regions, or customer markets. The key considerations for organizational design involve balancing differentiation of tasks with coordination across divisions. Different structures have advantages and disadvantages related to control, communication, and integrating diverse organizational components.
Ch06 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses various types of organizational structures and when each may be appropriate. It describes functional, divisional, matrix, and network structures. A functional structure groups employees by expertise while divisional structures divide the organization along product, geographic, or market lines. Matrix structures combine functional and divisional approaches. Network structures coordinate separate organizations through contracts rather than a hierarchy. Choosing the right structure depends on factors like the diversity of products, markets, and locations involved.
Ch08 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses different levels of organizational strategy and how they relate to organizational structure and culture. It covers:
1) Functional-level strategy which aims to strengthen resources and coordination abilities to create core competences for competitive advantage.
2) Business-level strategy which combines functional competences to position the organization competitively in its domain through low-cost, differentiation or focus strategies.
3) Corporate-level strategy which uses core competences to protect and expand existing domains or enter new domains through vertical integration, related or unrelated diversification.
4) Global expansion strategy which chooses the best strategy for expanding into overseas markets to access resources and develop competences through multidomestic, international, global or transnational approaches
Ch04 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses four key organizational design challenges that managers face: differentiation, coordination, centralization, and adaptability. It describes how increasing differentiation among roles and subunits requires greater integration to ensure coordination. Managers must also balance centralization of decision-making with decentralization to allow flexibility. Finally, organizations need structures that can standardize processes but also allow for adaptation through mutual adjustment. The challenges shape two basic structural types - mechanistic, suited to stable environments, and organic, for dynamic settings. The contingency approach advocates designing structures based on an organization's environment.
Ch12 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses various models of organizational decision making including the rational model, Carnegie model, incrementalist model, unstructured model, and garbage can model. It also covers organizational learning, knowledge management, factors affecting learning such as cognitive biases, and strategies to improve decision making like using devil's advocates and dialectical inquiry.
Organizational Design Strategy in Changin Globeebakaa
The document discusses organizational design and strategy in a changing global environment. It defines key concepts like organization, business organization, strategy, and organizational strategy. It also discusses different levels of organizational strategy, including functional, business, corporate, and global strategies. Additionally, it provides an example to define globalization, discussing how Princess Diana's death illustrated increasing global interconnectedness through involvement of entities from many different countries.
The document discusses key aspects of organizational design including:
1) The three main components of organizational design are organizational structure, integrating mechanisms, and locus of decision making.
2) The four main types of organizational structure are functional, divisional, matrix, and network, each appropriate under different strategic conditions.
3) Factors like interdependence affect the need for coordination, which can be managed through integrating mechanisms like information systems and committees.
4) The locus of decision making can be centralized or decentralized, with each approach fitting different environmental conditions.
- Team theory product team structure involves combining specialists from support functions into product development teams, typically used when products are technologically complex or customer needs change rapidly.
- It reduces barriers between departments, increases collaboration, and allows for shorter decision-making times. However, it can be time-consuming due to compromises needed and numerous meetings.
- A network structure coordinates different organizations through contracts rather than a formal hierarchy. It allows firms to outsource activities like manufacturing, accounting, and HR to external specialists, reducing costs while gaining expertise. However, it can lack control over external firms and have coordination issues.
Ch06_2 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses different types of organizational structures including functional, divisional, matrix, and network structures. It describes how organizational structures can be designed around functional specialties, products, geographic regions, or customer markets. The key considerations for organizational design involve balancing differentiation of tasks with coordination across divisions. Different structures have advantages and disadvantages related to control, communication, and integrating diverse organizational components.
Ch06 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses various types of organizational structures and when each may be appropriate. It describes functional, divisional, matrix, and network structures. A functional structure groups employees by expertise while divisional structures divide the organization along product, geographic, or market lines. Matrix structures combine functional and divisional approaches. Network structures coordinate separate organizations through contracts rather than a hierarchy. Choosing the right structure depends on factors like the diversity of products, markets, and locations involved.
Ch08 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses different levels of organizational strategy and how they relate to organizational structure and culture. It covers:
1) Functional-level strategy which aims to strengthen resources and coordination abilities to create core competences for competitive advantage.
2) Business-level strategy which combines functional competences to position the organization competitively in its domain through low-cost, differentiation or focus strategies.
3) Corporate-level strategy which uses core competences to protect and expand existing domains or enter new domains through vertical integration, related or unrelated diversification.
4) Global expansion strategy which chooses the best strategy for expanding into overseas markets to access resources and develop competences through multidomestic, international, global or transnational approaches
Ch04 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses four key organizational design challenges that managers face: differentiation, coordination, centralization, and adaptability. It describes how increasing differentiation among roles and subunits requires greater integration to ensure coordination. Managers must also balance centralization of decision-making with decentralization to allow flexibility. Finally, organizations need structures that can standardize processes but also allow for adaptation through mutual adjustment. The challenges shape two basic structural types - mechanistic, suited to stable environments, and organic, for dynamic settings. The contingency approach advocates designing structures based on an organization's environment.
Ch12 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses various models of organizational decision making including the rational model, Carnegie model, incrementalist model, unstructured model, and garbage can model. It also covers organizational learning, knowledge management, factors affecting learning such as cognitive biases, and strategies to improve decision making like using devil's advocates and dialectical inquiry.
Organizational Design Strategy in Changin Globeebakaa
The document discusses organizational design and strategy in a changing global environment. It defines key concepts like organization, business organization, strategy, and organizational strategy. It also discusses different levels of organizational strategy, including functional, business, corporate, and global strategies. Additionally, it provides an example to define globalization, discussing how Princess Diana's death illustrated increasing global interconnectedness through involvement of entities from many different countries.
The document discusses key aspects of organizational design including:
1) The three main components of organizational design are organizational structure, integrating mechanisms, and locus of decision making.
2) The four main types of organizational structure are functional, divisional, matrix, and network, each appropriate under different strategic conditions.
3) Factors like interdependence affect the need for coordination, which can be managed through integrating mechanisms like information systems and committees.
4) The locus of decision making can be centralized or decentralized, with each approach fitting different environmental conditions.
Ch10 - Organisation theory design and change gareth jonesAnkit Kesri
This document summarizes key points about organizational change from a chapter in an organizational theory textbook. It defines organizational change as moving from the present state to a desired future state to increase effectiveness. It discusses targets of change including human resources, functional resources, technological capabilities, and organizational capabilities. It also outlines forces that drive change like competition as well as resistances to change like inertia, power struggles, and uncertainty. Finally, it describes different types of evolutionary and revolutionary change and models for managing change like action research.
The document discusses organizational structure and design. It describes organizational structure as the formal system of tasks and reporting relationships that coordinates employees to achieve goals. Organizational design is the process that managers use to make structuring choices. The document outlines different types of divisional structures like product, geographic, and market structures. It also covers matrix structures that group people by both function and product. Product team and network structures are presented as alternatives that use cross-functional teams or strategic alliances.
Ch14 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses organizational conflict, power, and politics. It describes the sources and stages of organizational conflict, including latent, perceived, felt, and manifest conflict. It also discusses methods for managing conflict, such as resolving structural issues or addressing conflicts between individuals. The document also covers sources of power within organizations, such as authority, resources, and information control. Finally, it discusses organizational politics and tactics for gaining influence, such as building coalitions, and the importance of balancing power within organizations.
Principle and Practice of Management MGT Ippt chap008IIUM
This document discusses organization structure and how to effectively structure organizations. It covers key topics such as differentiation, integration, authority, span of control, centralization vs decentralization, and different types of organizational structures including functional, divisional, matrix, and network structures. Effective coordination and information sharing are also discussed as important aspects of organizational design.
Ch13 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses how innovation, intrapreneurship, and creativity are related. It describes the different types of innovation and technological change. It also outlines the steps involved in managing the innovation process, including using cross-functional teams, quantitative modeling like PERT/CPM charts, and stage-gate development funnels. The role of information technology in fostering innovation through information efficiencies and synergies is also covered.
The document summarizes key concepts about organizational structure from Chapter Seven. It discusses organizing, organizational structure, and organizational design. It also covers topics like job design, job characteristics model, functional structure, divisional structure, matrix structure, product team structure, authority, integrating mechanisms, strategic alliances, and B2B networks.
This document discusses the need for modern organizational structures in today's competitive global environment. It explains that hybrid organizational structures that make use of external resources and networks are well-suited to ensure effectiveness and quality service in global markets. The document provides background on concepts of organization and modern management theories. It notes that factors like globalization, rapid technological change, and increased competition have forced organizations to become more flexible and adaptive through structures like hybrid organizations.
This document discusses the evolution of organizational structures, from functional structures in railroads in the 1840s to multidivisional structures. It provides details on how General Motors developed a multidivisional structure in the 1920s under Alfred Sloan to better coordinate its extensive operations across multiple product divisions. Finally, it discusses how Microsoft adopted a decentralized, multidivisional structure in 1999 to organize its business into multiple product-focused divisions.
Organization structure in international businessCitibank N.A.
The document discusses different types of organizational structures used in international business. It describes centralization versus decentralization and the tradeoffs of each. There are five main types of organizational structures covered: functional structure, international division structure, product division structure, geographic (area) division structure, and matrix division structure. Each structure has advantages and disadvantages for coordinating and responding to activities in different markets and geographies.
International Strategy and Organization StructureNakry Roeun
We are a student at PUC, just did about this topic from the text book, which is about international strategy and organization structure. Please don't mind if it is wrong!
Ch09 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses different types of technology and how they relate to organizational structure and effectiveness. It covers three main points:
1) It identifies three levels of technology - individual, functional, and organizational - and differentiates between technologies like mass production and craftsmanship.
2) It discusses several theories that examine how the type of technology impacts organizational design, including the level of technical complexity, routine vs complex tasks, and task interdependence.
3) It describes the shift from traditional mass production to more advanced manufacturing technologies that increase flexibility, like computer-aided design, just-in-time inventory systems, and computer-integrated manufacturing.
Organization structure refers to the pattern of jobs and groups in an organization. It is an important influence on individual and group behavior. Organization design involves management decisions that determine the structure. Key design decisions include how work is divided and specialized, how jobs are grouped, the span of control of managers, and how authority is distributed. Common structures are functional, geographic, product, and customer-based departmentalization. Mechanistic and organic models differ in their degree of centralization, formalization, and specialization. The matrix and virtual organization are alternatives that combine structural elements.
1) The document discusses managing multibusiness corporations, which typically use a multidivisional structure with divisions coordinated by a corporate headquarters.
2) It explores how corporate headquarters formulates and implements strategies through managing the business portfolio, allocating resources, strategic planning, controlling business unit performance, and coordinating across businesses.
3) The emergence of the multidivisional structure in the 20th century facilitated the growth of large, diversified, multinational corporations by separating strategic decision making at the corporate level from operational decision making at the divisional level.
The document summarizes the organizational structures of 10 companies:
- ITC uses a divisional structure headed by an Executive Director who reports to UNCTAD and WTO. Tata Steel uses a 3-level structure from upper to middle management. Airtel has a functional structure with B2C and B2B customer units.
- Ernst & Young was not described. Walmart uses a matrix structure. Walt Disney uses a line and staff structure organized by process.
- Starbucks is expanding their matrix structure. Apple uses a matrix structure organized into segments. Samsung uses a bureaucratic structure separated into departments.
- Vodafone has a line structure. Dell uses a 3-level hierarchy with a
TARDEC is the US Army's center for tank and automotive research and development. It underwent a major restructuring in 1989 to address issues as a declining organization. The restructuring involved transitioning to a matrix structure with decentralized teams to increase flexibility, innovation, and decision making. This delayering process transformed the organization from a mechanistic to an organic structure suited for its environment of rapid technological change.
This chapter examines how firms structure their international organizations to implement strategies and control operations across borders. It discusses traditional structures like functional, divisional, and matrix structures, as well as contemporary structures like network and virtual organizations. The chapter also addresses the tradeoff between centralized and decentralized decision-making and how firms coordinate and integrate different parts of the organization on a global scale.
The document discusses the organizational structure, control systems, and evolution of Bharti Airtel, a leading telecommunications company. It provides details on Bharti Airtel's operations across 20 countries in Asia and Africa, and describes its business divisions and country operations. The document also summarizes Bharti Airtel's changes to a decentralized structure in 2011, separating its business units into B2C and B2B segments, and adopting international division and geographic area division structures. Finally, it outlines the company's governance structure and board members.
1. The document discusses various factors that impact organizational structure for global companies, including degree of international operations, products, market size, human resources, and goals.
2. There are different types of organizational structures including product, geographic, functional, market, and matrix structures. Product structure groups divisions by product while geographic structure groups them by region.
3. The document also covers considerations for controlling a global organization through developing standards, measuring performance, analyzing deviations, and effective communication systems.
1. The document discusses various factors that impact organizational structure for global companies such as degree of international operations, products, market size, and human resources.
2. It describes different types of organizational structures including product, geographic, functional, market, and matrix structures and notes their advantages and disadvantages.
3. The document also covers how companies can control global organizations through developing standards, measuring performance, analyzing deviations, and effective communication systems.
Organizations of international business-International businessNgoc Anh
Unilever originally had a decentralized structure from the 1950s-1970s with autonomous national subsidiaries. This allowed for localization but by the 1980s caused issues like duplication and high costs. In the 1990s, Unilever introduced business groups to reduce costs but this failed to address localization. In the 2000s, Unilever shifted to a structure with regional product divisions to balance global scale and local responsiveness needed to compete in detergents and food.
This document discusses organizational design and structure. It begins by explaining the basic considerations in designing an organizational structure, such as grouping activities by function, product, geography, process or customer. It then outlines some common organizational structure types like functional, divisional, matrix, team-based and virtual structures. For each structure type, it discusses the key elements, advantages and disadvantages. It emphasizes that the optimal structure depends on balancing centralization vs decentralization and aligning the structure with business strategy and customer needs.
A functional structure groups employees by their skills and expertise. While it provides specialization benefits, it can cause communication, measurement, location, customer, and strategic problems as the organization grows. Managers can address these control problems by redesigning the structure to improve integration between functions. As organizations diversify their products, locations, and customers, they often adopt divisional structures like product, geographic, and market divisions to better align the organization with these demands. Matrix and network structures provide alternative approaches to balancing functional and divisional coordination needs.
Ch10 - Organisation theory design and change gareth jonesAnkit Kesri
This document summarizes key points about organizational change from a chapter in an organizational theory textbook. It defines organizational change as moving from the present state to a desired future state to increase effectiveness. It discusses targets of change including human resources, functional resources, technological capabilities, and organizational capabilities. It also outlines forces that drive change like competition as well as resistances to change like inertia, power struggles, and uncertainty. Finally, it describes different types of evolutionary and revolutionary change and models for managing change like action research.
The document discusses organizational structure and design. It describes organizational structure as the formal system of tasks and reporting relationships that coordinates employees to achieve goals. Organizational design is the process that managers use to make structuring choices. The document outlines different types of divisional structures like product, geographic, and market structures. It also covers matrix structures that group people by both function and product. Product team and network structures are presented as alternatives that use cross-functional teams or strategic alliances.
Ch14 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses organizational conflict, power, and politics. It describes the sources and stages of organizational conflict, including latent, perceived, felt, and manifest conflict. It also discusses methods for managing conflict, such as resolving structural issues or addressing conflicts between individuals. The document also covers sources of power within organizations, such as authority, resources, and information control. Finally, it discusses organizational politics and tactics for gaining influence, such as building coalitions, and the importance of balancing power within organizations.
Principle and Practice of Management MGT Ippt chap008IIUM
This document discusses organization structure and how to effectively structure organizations. It covers key topics such as differentiation, integration, authority, span of control, centralization vs decentralization, and different types of organizational structures including functional, divisional, matrix, and network structures. Effective coordination and information sharing are also discussed as important aspects of organizational design.
Ch13 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses how innovation, intrapreneurship, and creativity are related. It describes the different types of innovation and technological change. It also outlines the steps involved in managing the innovation process, including using cross-functional teams, quantitative modeling like PERT/CPM charts, and stage-gate development funnels. The role of information technology in fostering innovation through information efficiencies and synergies is also covered.
The document summarizes key concepts about organizational structure from Chapter Seven. It discusses organizing, organizational structure, and organizational design. It also covers topics like job design, job characteristics model, functional structure, divisional structure, matrix structure, product team structure, authority, integrating mechanisms, strategic alliances, and B2B networks.
This document discusses the need for modern organizational structures in today's competitive global environment. It explains that hybrid organizational structures that make use of external resources and networks are well-suited to ensure effectiveness and quality service in global markets. The document provides background on concepts of organization and modern management theories. It notes that factors like globalization, rapid technological change, and increased competition have forced organizations to become more flexible and adaptive through structures like hybrid organizations.
This document discusses the evolution of organizational structures, from functional structures in railroads in the 1840s to multidivisional structures. It provides details on how General Motors developed a multidivisional structure in the 1920s under Alfred Sloan to better coordinate its extensive operations across multiple product divisions. Finally, it discusses how Microsoft adopted a decentralized, multidivisional structure in 1999 to organize its business into multiple product-focused divisions.
Organization structure in international businessCitibank N.A.
The document discusses different types of organizational structures used in international business. It describes centralization versus decentralization and the tradeoffs of each. There are five main types of organizational structures covered: functional structure, international division structure, product division structure, geographic (area) division structure, and matrix division structure. Each structure has advantages and disadvantages for coordinating and responding to activities in different markets and geographies.
International Strategy and Organization StructureNakry Roeun
We are a student at PUC, just did about this topic from the text book, which is about international strategy and organization structure. Please don't mind if it is wrong!
Ch09 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses different types of technology and how they relate to organizational structure and effectiveness. It covers three main points:
1) It identifies three levels of technology - individual, functional, and organizational - and differentiates between technologies like mass production and craftsmanship.
2) It discusses several theories that examine how the type of technology impacts organizational design, including the level of technical complexity, routine vs complex tasks, and task interdependence.
3) It describes the shift from traditional mass production to more advanced manufacturing technologies that increase flexibility, like computer-aided design, just-in-time inventory systems, and computer-integrated manufacturing.
Organization structure refers to the pattern of jobs and groups in an organization. It is an important influence on individual and group behavior. Organization design involves management decisions that determine the structure. Key design decisions include how work is divided and specialized, how jobs are grouped, the span of control of managers, and how authority is distributed. Common structures are functional, geographic, product, and customer-based departmentalization. Mechanistic and organic models differ in their degree of centralization, formalization, and specialization. The matrix and virtual organization are alternatives that combine structural elements.
1) The document discusses managing multibusiness corporations, which typically use a multidivisional structure with divisions coordinated by a corporate headquarters.
2) It explores how corporate headquarters formulates and implements strategies through managing the business portfolio, allocating resources, strategic planning, controlling business unit performance, and coordinating across businesses.
3) The emergence of the multidivisional structure in the 20th century facilitated the growth of large, diversified, multinational corporations by separating strategic decision making at the corporate level from operational decision making at the divisional level.
The document summarizes the organizational structures of 10 companies:
- ITC uses a divisional structure headed by an Executive Director who reports to UNCTAD and WTO. Tata Steel uses a 3-level structure from upper to middle management. Airtel has a functional structure with B2C and B2B customer units.
- Ernst & Young was not described. Walmart uses a matrix structure. Walt Disney uses a line and staff structure organized by process.
- Starbucks is expanding their matrix structure. Apple uses a matrix structure organized into segments. Samsung uses a bureaucratic structure separated into departments.
- Vodafone has a line structure. Dell uses a 3-level hierarchy with a
TARDEC is the US Army's center for tank and automotive research and development. It underwent a major restructuring in 1989 to address issues as a declining organization. The restructuring involved transitioning to a matrix structure with decentralized teams to increase flexibility, innovation, and decision making. This delayering process transformed the organization from a mechanistic to an organic structure suited for its environment of rapid technological change.
This chapter examines how firms structure their international organizations to implement strategies and control operations across borders. It discusses traditional structures like functional, divisional, and matrix structures, as well as contemporary structures like network and virtual organizations. The chapter also addresses the tradeoff between centralized and decentralized decision-making and how firms coordinate and integrate different parts of the organization on a global scale.
The document discusses the organizational structure, control systems, and evolution of Bharti Airtel, a leading telecommunications company. It provides details on Bharti Airtel's operations across 20 countries in Asia and Africa, and describes its business divisions and country operations. The document also summarizes Bharti Airtel's changes to a decentralized structure in 2011, separating its business units into B2C and B2B segments, and adopting international division and geographic area division structures. Finally, it outlines the company's governance structure and board members.
1. The document discusses various factors that impact organizational structure for global companies, including degree of international operations, products, market size, human resources, and goals.
2. There are different types of organizational structures including product, geographic, functional, market, and matrix structures. Product structure groups divisions by product while geographic structure groups them by region.
3. The document also covers considerations for controlling a global organization through developing standards, measuring performance, analyzing deviations, and effective communication systems.
1. The document discusses various factors that impact organizational structure for global companies such as degree of international operations, products, market size, and human resources.
2. It describes different types of organizational structures including product, geographic, functional, market, and matrix structures and notes their advantages and disadvantages.
3. The document also covers how companies can control global organizations through developing standards, measuring performance, analyzing deviations, and effective communication systems.
Organizations of international business-International businessNgoc Anh
Unilever originally had a decentralized structure from the 1950s-1970s with autonomous national subsidiaries. This allowed for localization but by the 1980s caused issues like duplication and high costs. In the 1990s, Unilever introduced business groups to reduce costs but this failed to address localization. In the 2000s, Unilever shifted to a structure with regional product divisions to balance global scale and local responsiveness needed to compete in detergents and food.
This document discusses organizational design and structure. It begins by explaining the basic considerations in designing an organizational structure, such as grouping activities by function, product, geography, process or customer. It then outlines some common organizational structure types like functional, divisional, matrix, team-based and virtual structures. For each structure type, it discusses the key elements, advantages and disadvantages. It emphasizes that the optimal structure depends on balancing centralization vs decentralization and aligning the structure with business strategy and customer needs.
A functional structure groups employees by their skills and expertise. While it provides specialization benefits, it can cause communication, measurement, location, customer, and strategic problems as the organization grows. Managers can address these control problems by redesigning the structure to improve integration between functions. As organizations diversify their products, locations, and customers, they often adopt divisional structures like product, geographic, and market divisions to better align the organization with these demands. Matrix and network structures provide alternative approaches to balancing functional and divisional coordination needs.
The document discusses organizational structure and design. It defines organization and organizational structure as how an entity arranges its roles, responsibilities, and relationships to achieve its goals efficiently. There are four main types of organizational structures: functional, divisional, matrix, and flat. Organizational design is the process of structuring an organization's resources to achieve its objectives and can impact performance. Common design models include McKinsey's 7S, Galbraith's Star Model, and the Transformation Model. Strategy, environment, technology, size, and culture are five key factors that affect organizational design.
This document discusses how organizational strategy, structure, and culture impact project management. It covers how projects reflect and further an organization's strategy. Different organizational structures like functional, project, and matrix are reviewed in terms of their strengths and weaknesses for project management. The roles of project management offices and how organizational culture can influence factors like department interaction and employee commitment are also summarized.
The document discusses key concepts in organizational strategy, structure, and culture as they relate to project management. It covers strategic management and how projects reflect and help achieve organizational strategy. It then examines different types of organizational structures like functional, project, and matrix structures and how they influence project management. Finally, it discusses organizational culture and how factors like technology, rewards systems, and critical incidents shape culture and subsequently impact project management.
Class 3 The Strategic Design Lens ObjectivesIntroducVinaOconner450
The document provides an overview of organizational design concepts and approaches from a strategic design perspective. It introduces key concepts like grouping structures, linking mechanisms, and resource alignments. It discusses common grouping structures like functional, divisional, matrix, and geographic. It also examines linking mechanisms like cross-functional teams and alignment of resources. Examples are provided for each concept to illustrate how organizations can be designed to achieve their strategic goals.
This document summarizes key aspects of organizational structure from a textbook chapter. It defines organizational structure as how job tasks are divided and coordinated, and identifies six key elements: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. It also describes common organization designs like bureaucracies, matrices, virtual organizations, and boundaryless organizations. The chapter examines how factors like strategy, size, technology, and environment influence structural design and how structure impacts employee behavior.
The document discusses organizational structure and culture. It covers factors that influence organizational structure choice like the environment, strategy, technology, and human resources. It also describes different types of structures including functional, divisional, matrix, and hybrid structures. Additionally, it discusses job design, authority allocation, integrating mechanisms, sources of organizational culture, and characteristics of strong versus weak cultures.
The document discusses various organizational structures used by companies as they grow and face new challenges, including functional, divisional, matrix, and network structures. It describes how functional structures group employees by specialty but can face coordination problems at larger scales, while divisional structures organize employees according to products, locations, or customer markets. Matrix structures combine functional and project-based organization, and network structures coordinate between separate organizations through agreements rather than hierarchies.
Ch08 organizational theory and design power powentahmad alshardi
The document discusses organizational strategy at multiple levels - functional, business, and corporate. At the functional level, strategies aim to develop core competencies that provide competitive advantages. At the business level, strategies combine competencies to position the organization competitively in its domain. Corporate strategies plan how to use and develop competencies to protect and expand into new domains. Global expansion strategies determine how to implement strategies across countries. Organizational structure and culture must support the strategy at each level.
This document provides an overview of strategic management concepts related to corporate-level strategies. It discusses three options for a corporate profile: growth, stability, or retrenchment. It also discusses three options for corporate strategies: internal growth, external growth through mergers and acquisitions, or strategic alliances. The document outlines various means of pursuing corporate growth, such as horizontal integration, diversification, and vertical integration. It also discusses when stability may be a better strategy than growth. The Boston Consulting Group matrix is introduced as a tool to analyze corporate portfolios. Considerations for international and global corporate strategies are presented.
This document provides an overview of chapter 8 from the textbook "Management" 10th edition by Stephen P. Robbins and Mary Coulter. The chapter discusses strategic management, including defining key terms, outlining the strategic management process in 6 steps, and describing various corporate and competitive strategies. It introduces concepts like the BCG matrix, Porter's five forces model, and the importance of competitive advantage. The learning outcomes at the start of each section preview the major topics and concepts covered.
The document discusses various topics related to organizational structure. It defines key terms like organic vs mechanistic structures, differentiation and integration. It also covers vertical and horizontal structures, including functional, divisional and matrix forms. Delegation and centralization vs decentralization are addressed. The document emphasizes that high differentiation and integration can help organizations succeed in dynamic environments, and that developing core competencies and being responsive to customers can improve organizational agility.
This document provides an overview of key concepts in organizational theory. It defines what an organization is, explains why organizations exist, and how they create value. It also defines important terms like organizational theory, structure, culture, design, and change. Managers can measure organizational effectiveness using approaches like control, innovation, and efficiency. The chapter summarizes how organizational design and change are important for dealing with contingencies, gaining competitive advantage, and promoting efficiency.
This document discusses organizational structure and its key elements. It begins by defining organization and organizational structure. There are different types of organizational structures including line, line and staff, functional, project, matrix, and divisional structures. The benefits of organizational structure are also outlined. Departmentalization and its various methods are then defined. The document also covers centralization versus decentralization and defines a learning organization.
(minimum of 500–600 words). Be sure to incorporate your weekly rea.docxkatherncarlyle
(minimum of 500–600 words). Be sure to incorporate your weekly readings, citing your sources using proper APA guidelines (including in-text citations and references).
1. Compare and contrast each of the five organizational structures from your reading (functional, divisional, matrix, team-based, and virtual network).
2. If you were to choose one structure in which to work which would you choose and why?
3. Compare the organizational structures of Google and Wal-Mart.
4. Explain what types of control processes might be found in each of the organizational structures.
5. Describe what types of quality management processes might be found in each of the organizational structures.
Notes from readings
In a functional structure, also called a U-form (unitary structure), activities are grouped together by common function from the bottom to the top of the organization.33 The functional structure groups positions into departments based on similar skills, expertise, work activities, and resource use. A functional structure can be thought of as departmentalization by organizational resources because each type of functional activity—accounting, human resources, engineering, and manufacturing—represents specific resources for performing the organization's task. People, facilities, and other resources representing a common function are grouped into a single department. One example is Blue Bell Creameries, which relies on in-depth expertise in its various functional departments to produce high-quality ice cream for a limited regional market. The quality control department, for example, tests all incoming ingredients and ensures that only the best go into Blue Bell's ice cream. Quality inspectors also test outgoing products and, because of their years of experience, can detect the slightest deviation from expected quality. Blue Bell also has functional departments such as sales, production, maintenance, distribution, research and development, and finance.34
The functional structure is a strong vertical design. Information flows up and down the vertical hierarchy, and the chain of command converges at the top of the organization. In a functional structure, people within a department communicate primarily with others in the same department to coordinate work and accomplish tasks or implement decisions that are passed down the hierarchy. Managers and employees are compatible because of similar training and expertise. Typically, rules and procedures govern the duties and responsibilities of each employee, and employees at lower hierarchical levels accept the right of those higher in the hierarchy to make decisions and issue orders.
Functional Advantages and Disadvantages
Grouping employees by common task permits economies of scale and efficient resource use. For example, at American Airlines, all information technology people work in the same large department. They have the expertise and skills to handle almost any issue related to information technology for ...
This document discusses organizational structure and strategic control. It covers traditional and contemporary approaches to organizational structure and control. The traditional approach uses simple, functional, divisional, and matrix structures. The contemporary approach emphasizes boundaryless and ambidextrous designs. Effective control requires both informational and behavioral controls. Behavioral control balances culture, rewards, and boundaries. Corporate governance ensures manager and shareholder interests are aligned.
Organizational and Production structure of a FirmRuhull
This document discusses organizational structures and their characteristics. It begins by defining organizational structure as the ways in which a firm can organize itself, such as by function, product, or service. It then examines different types of structures including functional, divisional, and matrix structures. For each type, it provides examples and discusses their advantages and disadvantages. Additional topics covered include mechanistic versus organic structures, team and network structures, and circular structures. The document provides a comprehensive overview of key considerations in organizational structure.
Understand basic decisions that happen during implementation
Be able to organize and coordinate activities/resources in health service organizations
Be able to apply monitoring and supervision as a tool for improvement of health service organizations
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Introduction
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The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
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Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
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