Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can have on an organization.
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Topics :
Nature and purpose
Formal and informal organization
Organization chart
Organization structure -Types
Line and staff authority
Departmentalization
Delegation of authority
Centralization and Decentralization
Job Design
Human Resource Management – HR Planning, Recruitment, Selection, Training and Development, Performance Management, Career planning and management.
This will help in organizing and managing the libraries.
you may visit some links:
FACEBOOK: http://www.facebook.com/highschoollibrary
YOUTUBE: http://www.youtube.com/channel/UCJbJMveoGw6TxlkJpvcnwkQ
BLOG: http://library998.wordpress.com
SLIDESHARE: www.slideshare.net/cristelcaisio/organizing-and-managing-libraries?related=1
TWITTER: https://twitter.com/HSlibrary07
Chapter 3Organizing the Workplace[These slides .docxwalterl4
*
Chapter 3
Organizing the Workplace
[These slides are intended to be used in conjunction with Health Care Management by Donald J. Lombardi and John R. Schermerhorn, Jr. with Brian Kramer (the Text). Please refer to the Text for a more complete explanation of the materials covered herein and for all source material references.]
Copyright by John Wiley and Sons, 2006
*Organizing is the process of arranging people and other resources to work together to accomplish a goal.Organization structure refers to the system of tasks, workflow, reporting relationships, and communication channels that link the diverse parts of an organization. Restructuring is the process of changing an organization’s structure in an attempt to improve performance.
Common Organizational Structures
*
Organizing and
Management Functions
*
Formal and Informal Structures
The formal structure is the intended or official structure of an organization. An organization chart is a diagram that identifies key positions, job titles, lines of authority, and communication within an organization. An organizational chart may reveal the following about an organization:the division of worksupervisory relationshipscommunication channelsmajor subunitslevels of managementThe informal structure is the unofficial but often critical working relationships among organizational members, regardless of formal titles and relationships.
*Functional structure refers to an organizational strategy in which people with similar skills and performing similar tasks are grouped together. The major advantages of a functional structure include:efficient use of resources within and between functional areasconsistent and appropriate task assignments based on expertise and training within each functional areahigh-quality technical problem-solving;in-depth training and skill development within functionsclear career paths within functions.Some disadvantages include:creation of functional chimneysreliance on upper managementconfusion and responsibility-shifting
Functional Structures
*
Divisional StructureDivisional structures group together people who provide the same services, work within the same processes, serve similar audiences, or are located in the same area or geographical region.Potential advantages include:More flexibility in responding to environmental changesImproved coordination across functional departmentsClearer points of responsibility for delivery of services or productsExpertise focused on specific patients or customers, products, and regionsGreater ease in changing size by adding or deleting divisions.Potential disadvantages include:RedundancyInternal competitionTunnel vision
*Matrix structure combines elements of both the functional and divisional structures, using permanent cross-functional teams to integrate functional expertise with divisional focus. Potential advantages include:more interfunctional cooperation in operationsincreased flexibility in meeting chan.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
Topics :
Nature and purpose
Formal and informal organization
Organization chart
Organization structure -Types
Line and staff authority
Departmentalization
Delegation of authority
Centralization and Decentralization
Job Design
Human Resource Management – HR Planning, Recruitment, Selection, Training and Development, Performance Management, Career planning and management.
This will help in organizing and managing the libraries.
you may visit some links:
FACEBOOK: http://www.facebook.com/highschoollibrary
YOUTUBE: http://www.youtube.com/channel/UCJbJMveoGw6TxlkJpvcnwkQ
BLOG: http://library998.wordpress.com
SLIDESHARE: www.slideshare.net/cristelcaisio/organizing-and-managing-libraries?related=1
TWITTER: https://twitter.com/HSlibrary07
Chapter 3Organizing the Workplace[These slides .docxwalterl4
*
Chapter 3
Organizing the Workplace
[These slides are intended to be used in conjunction with Health Care Management by Donald J. Lombardi and John R. Schermerhorn, Jr. with Brian Kramer (the Text). Please refer to the Text for a more complete explanation of the materials covered herein and for all source material references.]
Copyright by John Wiley and Sons, 2006
*Organizing is the process of arranging people and other resources to work together to accomplish a goal.Organization structure refers to the system of tasks, workflow, reporting relationships, and communication channels that link the diverse parts of an organization. Restructuring is the process of changing an organization’s structure in an attempt to improve performance.
Common Organizational Structures
*
Organizing and
Management Functions
*
Formal and Informal Structures
The formal structure is the intended or official structure of an organization. An organization chart is a diagram that identifies key positions, job titles, lines of authority, and communication within an organization. An organizational chart may reveal the following about an organization:the division of worksupervisory relationshipscommunication channelsmajor subunitslevels of managementThe informal structure is the unofficial but often critical working relationships among organizational members, regardless of formal titles and relationships.
*Functional structure refers to an organizational strategy in which people with similar skills and performing similar tasks are grouped together. The major advantages of a functional structure include:efficient use of resources within and between functional areasconsistent and appropriate task assignments based on expertise and training within each functional areahigh-quality technical problem-solving;in-depth training and skill development within functionsclear career paths within functions.Some disadvantages include:creation of functional chimneysreliance on upper managementconfusion and responsibility-shifting
Functional Structures
*
Divisional StructureDivisional structures group together people who provide the same services, work within the same processes, serve similar audiences, or are located in the same area or geographical region.Potential advantages include:More flexibility in responding to environmental changesImproved coordination across functional departmentsClearer points of responsibility for delivery of services or productsExpertise focused on specific patients or customers, products, and regionsGreater ease in changing size by adding or deleting divisions.Potential disadvantages include:RedundancyInternal competitionTunnel vision
*Matrix structure combines elements of both the functional and divisional structures, using permanent cross-functional teams to integrate functional expertise with divisional focus. Potential advantages include:more interfunctional cooperation in operationsincreased flexibility in meeting chan.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
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2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
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Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
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The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
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He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
4. Organizational Design factors
The design of an organization (Organization Structure ) is the formal framework for
communication and authority and is determined by three major factors:
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• Complexity.
The number of different entities that will exist in the
organization (for example, job titles, reporting levels,
functional departments, and physical work locations)
• Formalization.
How much will the organization rely on standard guidelines
and procedures to instruct and direct employee activities?
• Centralization.
Whether decision-making authority is located primarily at
upper management levels or is delegated to lower levels.
5. Purposes of organizational design are to:
• Divide the total work required into logical functional groupings and the jobs .
• Assign specific tasks and responsibilities to each individual job.
• Allow better coordination of diverse organizational tasks.
• Establish relationships among individuals, work units, and functions.
• Establish formal lines of authority and decision-making.
• Allocate and deploy organizational resources.
Purposes Of Organizational Design
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6. A decision must be made as to how work activities Will be organized both vertically
and horizontally.
To Create An Appropriate Design
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An appropriate organizational design will assist in aligning all of the employees, departments,
and processes which remove systemic conflict and achieve strategic goals.
The vertical structure
typically categorizes
positions as top
managers, middle
managers, first-line
managers, and
operations personnel .
A horizontal dimension
answering questions such as
“How will work activities be
allocated?”
or
“What form of
departmentalization will work
best?”
7. Vertical Organizational Design
Unity Of Command :
The idea that a subordinate should be directly responsible to only one superior which be the basic intent
of vertical design is to avoid conflicts, misunderstandings, or misuse of resources .
Types of authority
• Line authority is the superior-subordinate relationship
extending from the top of the organization to its lowest levels
• Staff authority (human resources) which have the authority to
support and advise when organizations become larger and more
complex.
Today, authority is recognized as only one aspect of the larger
concept of power .
For example, some individuals in an organization may have
considerable informal authority due to their knowledge or
personality.
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8. Vertical Organizational Design
Span of control
Refers to how many subordinates a manager can effectively and efficiently supervise.
Typically no more than six in order to maintain close control.
The wider or larger the span of control, the more efficient the
organizational design. Today many organizations have reduced
the number of managerial positions through restructuring while
increasing the spans of control.
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The optimum span of control is determined by :
• Amount of employees’ training and experience
• Similarity of subordinate tasks
• Complexity of the tasks and physical proximity of subordinates
• Degree to which standardized procedures are in place
• The organization’s management information and internal communication systems
• Available resources
• Organizational beliefs and values
9. Horizontal Organizational Design
Division of labor :
Individuals specialize in doing part of an activity rather than the entire activity such as Assembly-line
production, in which each worker repeatedly does a standardized task .
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Organizations have discovered
that giving employees a variety
of activities to perform,
allowing them to do a whole
and complete piece of work,
and putting them together into
teams makes jobs more
interesting, and higher quality
often results.
Drawbacks of division
of labor such as
boredom, job stress ,
low productivity, poor
quality, increased
absenteeism, and high
turnover.
10. Centralization Decentralization
Centralization/Decentralization
Centralization/decentralization refers to how much decision-making authority has been
delegated to lower management levels.
Fayol notes that the proper
amount of centralization or
decentralization depends on the
situation.
Organizational designers should
select the amount of
centralization/decentralization
that best allows management to
implement goals and strategies.
Organizations have traditionally
been structured as pyramids, with
authority and power concentrated
at the top and with relatively
centralized decision-making
10
More decentralization might be
needed when:
The environment is complex or
uncertain.
Lower-level managers are capable and
experienced at making decisions.
Lower-level managers want a voice in
decisions .
Corporate culture.
The organization is geographically
dispersed.
Effective implementation of strategies
depends on more involvement and
flexibility to make decisions.
11. Types Of Organizational Structures
Flatter organization :
The current tendency is to move to flatter organizations which having :
Fewer hierarchical levels and more flexible reporting arrangements.
Implies a wider span of control.
IT have greatly simplified the processes of communication and decision-making.
Allowing authority to be more widely dispersed.
Organizations are becoming managed
more as horizontal processes rather than
vertical hierarchies (for example, as a part
of the supply chain or value chain),
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12. Types Of Organizational Structures
Matrix organization :
A matrix structure is one way of formalizing a structure that provides both effective horizontal
and operational decision-making as well as allowing development of functional specialties.
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13. Types Of Organizational Structures
Parallel or collateral organization:
Often used when an organization desires to
implement a significant change which consists of a
group of employees (often a diagonal slice of the
organization) who meet on a regular basis in order
to guide the change process .
Once the organization has made the transition, the
parallel structure is dissolved.
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14. Departmentalization is the way that organization grouping its work activities .
Basic Types of Departmentalization :
Departmentalization
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Other Types : Team, Matrix, Cells , Boundaryless
15. Other Factors Affect Organizational Structures
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Organizational
Structures
Strategy
Size
Technology
Core competencies
Workforce issues
Facilities
Other environmental factors
Combinations
Regulatory, legal , and other requirements.
Union
Competition
16. Management Hierarchy And Influence On The Organization
To ensure that an organization achieves its desired outcomes, someone must plan,
allocate resources, and monitor results , these are major activities for which
management personnel have responsibility.
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17. Management Hierarchy And Influence On The Organization
supervisors (usually considered part of management)
must communicate downward the vision ,mission,
principles, and strategic objectives and take the actions
necessary for their work unit, monitor and maintain the
processes and people and be accountable for the
quality and quantity of product and service required.
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18. Organization culture influence organization structure
Organization culture may be determined by leadership views, by past practice, or by
attitudes in surrounding society.
If the leadership places a high value on following orders, a narrow span of control may result.
If an organization has been successful
allowing relative independence of
different divisions, adding linkages to
control this independence will be difficult
to include, even if there is good economic
reason to do so.
A society that values following the
direction of authority will find difficulty
encouraging individuals to innovate .
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