Decentralized organizational structure
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This document defines and describes decentralization in organizational structures. It states that decentralization is the process of transferring decision-making authority to lower levels of the organizational hierarchy. There are three main forms of decentralization: deconcentration, delegation, and devolution, which differ in the level of autonomy given to lower organizational units. The strengths of decentralization include emphasizing bottom-up decision-making and participation, allowing organizational change to emerge from interactions, and providing flexible execution that can adapt to minor issues.
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Centralization and-decentralization
This document discusses centralization and decentralization in organizations. It begins by defining centralization as reserving authority at a central point within an organization, with control and decision-making residing at the top levels of management. It then discusses various types and prerequisites of decentralization, as well as factors that determine the extent of centralization within an organization.
The document outlines advantages of both centralization and decentralization. Centralization allows for singular control and faster decision-making in urgent situations, while decentralization reduces the burden on top executives, avoids red tape, and promotes initiative and development of managerial talents in subordinates. It also distinguishes between delegation and decentralization.
Decentralisation
Decentralization refers to the dispersion of authority from central governments to local or regional authorities. There are several types of decentralization including deconcentration, delegation, devolution, and privatization. Political decentralization involves transferring policy and legislative powers to locally elected councils, which can provide benefits like greater voice, choice, and empowerment at the grassroots level. Fiscal decentralization means providing appropriate fiscal resources to decentralized institutions so they can fund public services.
Org structure
The document discusses organizational structure, defining it as how tasks are divided and coordinated within an organization. It identifies three core dimensions of organizational structure: complexity, formalization, and centralization. Complexity refers to the degree of differentiation, formalization to the standardization of jobs, and centralization to where decision-making power is concentrated. The document also covers functional, divisional, matrix, and project organizational structures.
Delegation of authority and decentralization
This document discusses delegation of authority and decentralization. It defines delegation as dividing authority and tasks among subordinates to achieve goals effectively. Decentralization systematically delegates authority at all levels except for major decisions. Key principles of delegation include clearly defining expected results, balancing authority and responsibility, and maintaining accountability. Delegation benefits include multi-tasking, speedy decisions, better coordination, and developing managerial skills, while limitations can arise from resistance to sharing authority or lack of trust/ability.
Centralization
The document discusses the concept of centralization in management. It defines centralization as decision-making being located at higher levels of an organization with little input from lower levels. Some benefits of centralization include better coordination and focus on important decisions, while drawbacks include delays and lack of initiative from lower managers. Centralization is more common in stable environments, large companies, and times of crisis. Examples given of centralized organizations include the military, governments, and television networks.
2. formal and informal organization
The document discusses formal and informal organization. A formal organization refers to the clearly defined job structure, communication channels, and delegation of authority as prescribed by management. It aims to avoid conflicts and overlapping responsibilities. An informal organization arises naturally from personal relationships between employees based on attributes like friendship rather than formal roles. While informal groups can boost motivation, they can also hinder productivity and spread rumors.
Centralization and decentralization
The document discusses centralization and decentralization in organizational structure. It provides examples of each and lists their advantages and disadvantages. Centralization involves authority being concentrated at the top level, while decentralization involves dispersing authority throughout different levels of management. A trucking company is given as an example of centralization, while a fast food franchise is provided as an example of decentralization. Some key advantages and disadvantages of each approach are also outlined.
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Centralization and-decentralization
This document discusses centralization and decentralization in organizations. It begins by defining centralization as reserving authority at a central point within an organization, with control and decision-making residing at the top levels of management. It then discusses various types and prerequisites of decentralization, as well as factors that determine the extent of centralization within an organization.
The document outlines advantages of both centralization and decentralization. Centralization allows for singular control and faster decision-making in urgent situations, while decentralization reduces the burden on top executives, avoids red tape, and promotes initiative and development of managerial talents in subordinates. It also distinguishes between delegation and decentralization.
Decentralisation
Decentralization refers to the dispersion of authority from central governments to local or regional authorities. There are several types of decentralization including deconcentration, delegation, devolution, and privatization. Political decentralization involves transferring policy and legislative powers to locally elected councils, which can provide benefits like greater voice, choice, and empowerment at the grassroots level. Fiscal decentralization means providing appropriate fiscal resources to decentralized institutions so they can fund public services.
Org structure
The document discusses organizational structure, defining it as how tasks are divided and coordinated within an organization. It identifies three core dimensions of organizational structure: complexity, formalization, and centralization. Complexity refers to the degree of differentiation, formalization to the standardization of jobs, and centralization to where decision-making power is concentrated. The document also covers functional, divisional, matrix, and project organizational structures.
Delegation of authority and decentralization
This document discusses delegation of authority and decentralization. It defines delegation as dividing authority and tasks among subordinates to achieve goals effectively. Decentralization systematically delegates authority at all levels except for major decisions. Key principles of delegation include clearly defining expected results, balancing authority and responsibility, and maintaining accountability. Delegation benefits include multi-tasking, speedy decisions, better coordination, and developing managerial skills, while limitations can arise from resistance to sharing authority or lack of trust/ability.
Centralization
The document discusses the concept of centralization in management. It defines centralization as decision-making being located at higher levels of an organization with little input from lower levels. Some benefits of centralization include better coordination and focus on important decisions, while drawbacks include delays and lack of initiative from lower managers. Centralization is more common in stable environments, large companies, and times of crisis. Examples given of centralized organizations include the military, governments, and television networks.
2. formal and informal organization
The document discusses formal and informal organization. A formal organization refers to the clearly defined job structure, communication channels, and delegation of authority as prescribed by management. It aims to avoid conflicts and overlapping responsibilities. An informal organization arises naturally from personal relationships between employees based on attributes like friendship rather than formal roles. While informal groups can boost motivation, they can also hinder productivity and spread rumors.
Centralization and decentralization
The document discusses centralization and decentralization in organizational structure. It provides examples of each and lists their advantages and disadvantages. Centralization involves authority being concentrated at the top level, while decentralization involves dispersing authority throughout different levels of management. A trucking company is given as an example of centralization, while a fast food franchise is provided as an example of decentralization. Some key advantages and disadvantages of each approach are also outlined.
Centralization and Decentralization
The document discusses centralization and decentralization in organizational structures. Centralization involves authority being retained at the top levels of management, while decentralization involves delegating authority to lower levels of management. There are arguments for both, such as centralization enabling coordination but limiting development of lower managers, while decentralization increases flexibility but can complicate coordination. Examples of centralized organizations include dictatorships and militaries, while decentralized examples include open-source software and peer-to-peer networks. An ideal balance involves enabling lower managers to make important decisions while allowing top managers to focus on long-term strategy.
Advantages of Decentralization
The document discusses decentralization in organizational structures. Decentralization means assigning authority and responsibility for decision making to lower levels of management. This allows for quicker decisions and better communication. An example given is Clarion University's student newspaper advertising services. Advantages of decentralization include reducing the burden on top executives, quicker decisions, growth and diversification, better communication, and developing executive skills.
Organizing
This document discusses organizing and organization. It presents two views of social welfare administration: the POSDCoRB view and the integral view. The POSDCoRB view refers to Gulick's "magic formula" of planning, organizing, staffing, directing, coordinating, reporting and budgeting. Organizing involves dividing and grouping work, defining responsibilities, and establishing relationships to enable efficient work. The document discusses the importance, process, structures and purposes of organizing in organizations.
Organisational structure
Organisational structure refers to the arrangement of jobs and groups within a company. An organizational chart visually depicts reporting relationships and the chain of command. Organizational structure is important for decision making and smooth business operations, as it defines roles and status within the company. Common structures include flat, tall, matrix, and divisional structures, each with their own advantages and disadvantages related to communication, decision making, and adaptability.
Span of control
The document discusses span of control, which refers to the number of subordinates that report directly to a single manager. A narrow span of control involves fewer subordinates per manager, resulting in a taller organizational structure with many levels, while a wide span involves more subordinates per manager and a flatter structure. The appropriate span depends on factors like the nature of work and employees' competence. A narrow span allows for clearer communication but is more expensive, while a wide span enables faster decision-making and reduced costs but risks oversight issues.
Principles Of Management-Organising
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A good Reference for people who are doing this topic presentation and also for the exams. I have covered almost every topic in organizing.
Centralisation and Decentralisation
This slide is very helpful for those who are searching for detailed explanation about Centralisation and Decentralisation. If you need any help can contact on mentioned E- Mail Id.
Theories of organization
This document outlines three theories of organization: classical, neoclassical, and modern. The classical theory views organizations as machines and individuals as components, aiming to increase efficiency. The neoclassical theory focuses on human behavior and informal relations. The modern theory views organizations as open systems composed of subsystems that adapt to their changing environments.
Delegation of Authority
This document discusses the concepts of power, authority, and delegation of authority in organizations. It defines power as the ability to influence another's behavior, and authority as the power given to a position to make decisions affecting others. Delegation of authority involves a manager extending their power by authorizing subordinates to act in certain ways. For delegation to be effective, responsibilities must be clearly defined, subordinates must be given the necessary authority and resources to do their jobs, and control mechanisms put in place. Barriers to effective delegation include factors related to both the delegator and delegate like a lack of trust, confidence, or proper incentives.
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Decentralization
This document defines decentralization and discusses its various forms. Decentralization refers to restructuring governance so that authority is shared between central, regional and local levels of government according to the principle of subsidiarity. There are four main forms: devolution, delegation, deconcentration, and divestment/privatization. Devolution transfers the most authority to legally separate local governance bodies, while deconcentration transfers limited decision-making to regional offices under central control. The document also examines decentralization in Nepal, noting its inclusion in the 1991 constitution and its role in the Ninth Plan to promote rural development.
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The document discusses organizing as the process of grouping tasks, establishing relationships and authority, and coordinating work to achieve goals. It explains key organizing concepts like the organizing structure, departmentalization, chain of command, and delegation. The organizing process involves considering plans and goals, determining activities, grouping activities, assigning work, and designing a hierarchy. Organizing provides a clarified work environment, creates coordination, and establishes a formal decision-making structure.
ORGANISATIONAL POLITICS-Organisational politics
ORGANISATIONAL BEHAVIOUR
Organisational politics
ORGANISATIONAL POLITICS
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Organisational Politics has the following features:
It aims at personal benefit arising out of use of power and not organisational benefit.
It is a deliberate effort on the part of people to use politics as a source of widening their power base.
It is not part of a person’s job requirement. It is used to benefit a person.
It can be legitimate or illegitimate political behaviour.
It moves against rationality. Decisions are based on compromises and bargain and not rational acts.
Politics takes place when an individual recognizes that achievement of his goals is influenced by behaviour of others.
Mechanistic vs organic organisation
The document compares and contrasts mechanistic and organic organizational structures.
Mechanistic structures have specialized functional tasks, abstract individual tasks, and a hierarchical structure of control and communication flowing vertically from superiors to subordinates. Organic structures have interdependent and adjustable individual tasks defined through interaction, a network structure of lateral communication across ranks, and commitment to the organization's tasks rather than obedience to superiors.
Organising
This document discusses key concepts related to organization and organizing. It defines organization as the process of identifying and grouping work to be performed in an effective manner. There are several types of organizational structures discussed such as line, line and staff, functional, committee, project, and matrix structures.
The principles of organizing discussed include chain of command, work specialization, authority, delegation of authority, span of management, and unity of command. Chain of command refers to the hierarchical order of authority within an organization. Work specialization involves dividing tasks into separate jobs completed by different individuals. Authority is the right to command and is delegated from superiors to subordinates. Delegation involves assigning responsibility, authority, and accountability to subordinates.
Organizational Structures: Concepts and Formats
1) When people work together to achieve group goals, it is considered an organization. Organizations determine functions, personnel needs, and resources to accomplish objectives, then coordinate these elements into an organizational structure.
2) There are several forms of organizational structure including departmentalization by function, process, product, market, customer, geographic area, and matrix. Many organizations use a combination of these.
3) Delegation is key to management, as it allows managers to assign responsibilities to employees while maintaining accountability. The delegation process involves defining objectives, assigning responsibilities, and appraising performance.
Organizational Structure : Types and Classification
This document discusses different types of organizational structures. It begins by defining an organization and organizational structure. There are two main types of traditional structures discussed: line structure and functional structure. Line structure is the simplest with a clear chain of command, while functional structure groups employees by skills. Another traditional structure is the line and staff structure, which combines operational and support roles. Modern structures discussed are project structure, where experts from different functions work temporarily on a project, and matrix structure, which combines functional and project approaches simultaneously. The document provides details on the characteristics, advantages, and disadvantages of each structure type.
Delegation of Authority
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This document discusses delegation of authority and decentralization. It defines delegation as assigning work to others with adequate decision-making authority. Delegation provides advantages like saving time and developing subordinates. Effective delegation requires determining what to delegate, clear communication, and accountability. Decentralization means different sections perform activities independently within a department, providing benefits like efficiency but risks like duplicate work. Both delegation and decentralization involve distributing authority throughout an organization.Organizational structure and design
This document provides an overview of organizational structure and design. It discusses the purposes of organizing work into jobs and departments. It defines organizational structure and organizational design, outlining six key elements of design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Different types of departmentalization and their advantages/disadvantages are presented. Contingency factors that influence organizational design such as strategy, size, technology, and environment are also covered.
Vaishnavi BMS.pptx
The document discusses centralization and decentralization in organizations. It defines centralization as transferring decision making authority to higher levels, while decentralization transfers authority to lower levels. There are three forms of decentralization: deconcentration, delegation, and devolution, which differ in the level of autonomy transferred. Deconcentration redistributes some authority but the central organization retains full control, while delegation transfers authority to semi-autonomous organizations accountable to the central organization. Devolution fully transfers decision making, finance, and management authority to autonomous local units. The benefits of decentralization include empowering employees, more efficient decision making, and preparedness for emergencies, while the limitations include increased costs and lack of specialization or uniform action.
span of control, centralization, decentralization
Span of control refers to the number of subordinates a manager can effectively oversee. A narrow span of control means a manager oversees few subordinates, resulting in a tall organizational structure. A wide span of control means a manager oversees many subordinates, resulting in a flat structure. Centralization concentrates decision-making authority at the top levels of management, while decentralization delegates authority to lower levels of management. Centralization allows for coordination and leadership from the top but slows decision-making, while decentralization facilitates faster decision-making but distributes power throughout the organization.
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The document discusses centralization and decentralization in organizational structures. Centralization involves authority being retained at the top levels of management, while decentralization involves delegating authority to lower levels of management. There are arguments for both, such as centralization enabling coordination but limiting development of lower managers, while decentralization increases flexibility but can complicate coordination. Examples of centralized organizations include dictatorships and militaries, while decentralized examples include open-source software and peer-to-peer networks. An ideal balance involves enabling lower managers to make important decisions while allowing top managers to focus on long-term strategy.
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The document discusses decentralization in organizational structures. Decentralization means assigning authority and responsibility for decision making to lower levels of management. This allows for quicker decisions and better communication. An example given is Clarion University's student newspaper advertising services. Advantages of decentralization include reducing the burden on top executives, quicker decisions, growth and diversification, better communication, and developing executive skills.
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This document discusses organizing and organization. It presents two views of social welfare administration: the POSDCoRB view and the integral view. The POSDCoRB view refers to Gulick's "magic formula" of planning, organizing, staffing, directing, coordinating, reporting and budgeting. Organizing involves dividing and grouping work, defining responsibilities, and establishing relationships to enable efficient work. The document discusses the importance, process, structures and purposes of organizing in organizations.
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Organisational structure refers to the arrangement of jobs and groups within a company. An organizational chart visually depicts reporting relationships and the chain of command. Organizational structure is important for decision making and smooth business operations, as it defines roles and status within the company. Common structures include flat, tall, matrix, and divisional structures, each with their own advantages and disadvantages related to communication, decision making, and adaptability.
Span of control
The document discusses span of control, which refers to the number of subordinates that report directly to a single manager. A narrow span of control involves fewer subordinates per manager, resulting in a taller organizational structure with many levels, while a wide span involves more subordinates per manager and a flatter structure. The appropriate span depends on factors like the nature of work and employees' competence. A narrow span allows for clearer communication but is more expensive, while a wide span enables faster decision-making and reduced costs but risks oversight issues.
Principles Of Management-Organising
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A good Reference for people who are doing this topic presentation and also for the exams. I have covered almost every topic in organizing.
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This slide is very helpful for those who are searching for detailed explanation about Centralisation and Decentralisation. If you need any help can contact on mentioned E- Mail Id.
Theories of organization
This document outlines three theories of organization: classical, neoclassical, and modern. The classical theory views organizations as machines and individuals as components, aiming to increase efficiency. The neoclassical theory focuses on human behavior and informal relations. The modern theory views organizations as open systems composed of subsystems that adapt to their changing environments.
Delegation of Authority
This document discusses the concepts of power, authority, and delegation of authority in organizations. It defines power as the ability to influence another's behavior, and authority as the power given to a position to make decisions affecting others. Delegation of authority involves a manager extending their power by authorizing subordinates to act in certain ways. For delegation to be effective, responsibilities must be clearly defined, subordinates must be given the necessary authority and resources to do their jobs, and control mechanisms put in place. Barriers to effective delegation include factors related to both the delegator and delegate like a lack of trust, confidence, or proper incentives.
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Decentralization
This document defines decentralization and discusses its various forms. Decentralization refers to restructuring governance so that authority is shared between central, regional and local levels of government according to the principle of subsidiarity. There are four main forms: devolution, delegation, deconcentration, and divestment/privatization. Devolution transfers the most authority to legally separate local governance bodies, while deconcentration transfers limited decision-making to regional offices under central control. The document also examines decentralization in Nepal, noting its inclusion in the 1991 constitution and its role in the Ninth Plan to promote rural development.
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The document discusses organizing as the process of grouping tasks, establishing relationships and authority, and coordinating work to achieve goals. It explains key organizing concepts like the organizing structure, departmentalization, chain of command, and delegation. The organizing process involves considering plans and goals, determining activities, grouping activities, assigning work, and designing a hierarchy. Organizing provides a clarified work environment, creates coordination, and establishes a formal decision-making structure.
ORGANISATIONAL POLITICS-Organisational politics
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Organisational politics
ORGANISATIONAL POLITICS
FEATURES OF ORGANISATIONAL POLITICS
Organisational Politics has the following features:
It aims at personal benefit arising out of use of power and not organisational benefit.
It is a deliberate effort on the part of people to use politics as a source of widening their power base.
It is not part of a person’s job requirement. It is used to benefit a person.
It can be legitimate or illegitimate political behaviour.
It moves against rationality. Decisions are based on compromises and bargain and not rational acts.
Politics takes place when an individual recognizes that achievement of his goals is influenced by behaviour of others.
Mechanistic vs organic organisation
The document compares and contrasts mechanistic and organic organizational structures.
Mechanistic structures have specialized functional tasks, abstract individual tasks, and a hierarchical structure of control and communication flowing vertically from superiors to subordinates. Organic structures have interdependent and adjustable individual tasks defined through interaction, a network structure of lateral communication across ranks, and commitment to the organization's tasks rather than obedience to superiors.
Organising
This document discusses key concepts related to organization and organizing. It defines organization as the process of identifying and grouping work to be performed in an effective manner. There are several types of organizational structures discussed such as line, line and staff, functional, committee, project, and matrix structures.
The principles of organizing discussed include chain of command, work specialization, authority, delegation of authority, span of management, and unity of command. Chain of command refers to the hierarchical order of authority within an organization. Work specialization involves dividing tasks into separate jobs completed by different individuals. Authority is the right to command and is delegated from superiors to subordinates. Delegation involves assigning responsibility, authority, and accountability to subordinates.
Organizational Structures: Concepts and Formats
1) When people work together to achieve group goals, it is considered an organization. Organizations determine functions, personnel needs, and resources to accomplish objectives, then coordinate these elements into an organizational structure.
2) There are several forms of organizational structure including departmentalization by function, process, product, market, customer, geographic area, and matrix. Many organizations use a combination of these.
3) Delegation is key to management, as it allows managers to assign responsibilities to employees while maintaining accountability. The delegation process involves defining objectives, assigning responsibilities, and appraising performance.
Organizational Structure : Types and Classification
This document discusses different types of organizational structures. It begins by defining an organization and organizational structure. There are two main types of traditional structures discussed: line structure and functional structure. Line structure is the simplest with a clear chain of command, while functional structure groups employees by skills. Another traditional structure is the line and staff structure, which combines operational and support roles. Modern structures discussed are project structure, where experts from different functions work temporarily on a project, and matrix structure, which combines functional and project approaches simultaneously. The document provides details on the characteristics, advantages, and disadvantages of each structure type.
Delegation of Authority
Delegation of Authority We Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
This document discusses delegation of authority and decentralization. It defines delegation as assigning work to others with adequate decision-making authority. Delegation provides advantages like saving time and developing subordinates. Effective delegation requires determining what to delegate, clear communication, and accountability. Decentralization means different sections perform activities independently within a department, providing benefits like efficiency but risks like duplicate work. Both delegation and decentralization involve distributing authority throughout an organization.Organizational structure and design
This document provides an overview of organizational structure and design. It discusses the purposes of organizing work into jobs and departments. It defines organizational structure and organizational design, outlining six key elements of design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Different types of departmentalization and their advantages/disadvantages are presented. Contingency factors that influence organizational design such as strategy, size, technology, and environment are also covered.
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Span of control refers to the number of subordinates a manager can effectively oversee. A narrow span of control means a manager oversees few subordinates, resulting in a tall organizational structure. A wide span of control means a manager oversees many subordinates, resulting in a flat structure. Centralization concentrates decision-making authority at the top levels of management, while decentralization delegates authority to lower levels of management. Centralization allows for coordination and leadership from the top but slows decision-making, while decentralization facilitates faster decision-making but distributes power throughout the organization.
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Organizing involves arranging elements according to rules and ensuring everything has a proper order. It is a core managerial function that involves determining and dividing tasks, grouping jobs, and specifying relationships. Centralization concentrates decision-making at the top levels, while decentralization delegates more authority throughout levels of management. Decentralization allows for developing skills, processing talent reserves, and coordinating divisions, but can make coordination more difficult. Organizing is important for management and achieving organizational goals.
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FORMAL & INFORMAL ORGANIZATION.pptx
Organization is the backbone of management. Sound organization contributes greatly towards continuity & success of the organization.
Organizing is the process of integrating the physical, financial & human resources & establishing the productive relationship across them to accomplish the pre-determined goals.
It is concerned with the building up a stable framework or structure of various inter-related parts of the enterprise; each part having its own function & being centrally regulated.
Basic principles of organizing: Achievement of Goal
Division of work
Well defined jobs & Authority
Discipline
Co-ordination
Security & support
Better Human Relation
Adaptability
Formal organization consists of pre defined goal & well defined structure of the jobs having clear cut authority & responsibility.
It is based on basic rules, regulations, principles & practices where employees accomplish their task & achieve the goal of the organization.
In formal organization each & every employee is responsible for his/her own task & performance.
Examples: Production house & Service sectors
Informal organization values both personal & social relationship which is spontaneously established within the formal set up.
There is not any strict rules & regulations, but there is high scope of liberty & feelings.
The relationships are voluntary based on emotional set up. Therefore, no conscious effort is required to hold the relations.
Examples: friendship group.
Both formal & informal organizations play very vital role in organizational set up. Formal organizations work independently & informal organizations depend upon formal organizations.
Line organization is the most oldest & simplest form of administrative organization.
Line organization is also known as scalar organization as authority flows from top to bottom.
There is the line officer who has unified control and independent decision making power in their field.
Specialized or supportive services do not take place in line organizations.
There is also inadequate communication & some times lack of proper co-ordination due to one way communication.
Example: President, Vice President, Supervisor & Employees.
Line & Staff organization is a modification of the line organization & it is more complex than the pure line organization.
In this kind of organization, line officers & staff officers (Generalists & Specialists) work together. Line officers plan & execute the work whereas staff officers play advisory role.
Power of command remains with the line executives & staff serves only as counselors who reduce the burden of the line managers & help to take quick decision.
Centralization refers to the process in which organizations take decisions & plan. The decision making power is retained in the hand of the head of the organization & all other employees have to obey this.
Decentralization is just the opposite of centralization. It refers to delegation of decision making authority through out an organization.
STAFF AUTHORITY, EMPOWERMENT, AND DECENTRALIZATION
This document discusses different types of authority in organizations, including line authority, staff authority, and functional authority. It also covers empowerment, decentralization of authority, and delegation. The key points are: line authority flows down the chain of command; staff authority allows advisors to provide technical assistance but not make final decisions; decentralization distributes decision-making authority to lower levels; and delegation involves transferring authority from superiors to subordinates. The document also notes advantages and disadvantages of decentralization.
Organization
Line & Staff relationship, Formal informal Organization,Centralization vs Decentralization, Organization structure, Chain of common delegation, work specialization, Basic issue in organization.
centralization and decentralization of authority
This ppt will have to gain basic knowledge about centralization and decentralization of authority and principle of delegation of responsibilities
Similar to Decentralized organizational structure (20)
Centralization & Decentralization- Definition, Advantages, Disadvantages
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5.10 Decentralisation Concept : XII Business Studies
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STAFF AUTHORITY, EMPOWERMENT, AND DECENTRALIZATION
STAFF AUTHORITY, EMPOWERMENT, AND DECENTRALIZATION
Decentralized organizational structure
- 2. Centralization: The process of transferring and assigning decision-making authority to higher levels of an organizational hierarchy.
- 3. Decentralization: The process of transferring and assigning decision-making authority to lower levels of an organizational hierarchy.
- 5. Knowledge, information and ideas are flowing from the bottom to the top of the organization.
- 7. Delegation: A more extensive form of decentralization. Through delegation responsibility for decision-making is transferred to semi-autonomous organizations not wholly controlled by the central organization, but ultimate accountable to it.
- 10. Decision-making: democratic, participate, detailed.
- 11. Organizational change: emerging from interactions, organizational dynamics.
- 12. Execution: evolutionary, emergent. Flexible to adopt to minor issues and changes.