Organizational structure is a system used to define a hierarchy within an organization. It identifies each job, its function and where it reports to within the organization. ↓↓↓↓ Read More: @ Kindly Follow my Instagram Page to discuss about your mental health problems- -----> https://instagram.com/mentality_streak?utm_medium=copy_link @ Appreciate my work: -----> behance.net/burhanahmed1 Thank-you !

2.  Contemporary organizational design
 Organizing for collaboration
 Flexible work arrangement
 Contingent workforce
 Today’s organizational design challenges

3. Contemporary organizational design
 Team structure
An organizational structure in which the entire organization is made up of work
team.
 Matrix and project structures
An organizational structure that assigns specialists from different functional
departments to work on one or more projects.
 Project structure
An organizational structure in which employees continuously work on projects.
 The boundary less organization
 An organization whose design is not defined by, or limited to, the horizontal,
vertical, or external boundaries imposed by a predefined structure.
 Virtual organizations
An organization that consists of a small core of full time employees and outside specialists
temporarily hired as needed to work on a project.
 Network organization
An organization that uses its own employees to do some work activities and networks of
outside suppliers to provide other needed product components or work processes.
 Learning organization
An organization that has developed the capacity to continously learn, adapt,
and change.

4. Contemporary organizational designs
Team structure
Matrix – project
structure
Boundary less
structure
Learning structure
advantages disadvantages
•Employees are more involved and
empowered.
•Reduced barriers among
functional areas
•Fluid and flexible design that can
respond to environmental
changes.
•Faster decision making.
• highly flexible and
responsive.
•Utilize talent wherever it’s
found.
•Sharing of knowledge
throughout organization.
•Sustainable source of
competitive advantage.

5. Organizing for collaboration
 Internal collaboration
 External collaboration
benefits
•Increased communication and
coordination
•Greater innovative output
•Enhanced ability to address complex
problems
•Sharing of information and practices
Drawbacks
• potential interpersonal conflicts
•Different views and competing goals
•Logistics for coordination

6.  Internal collaboration
 Cross functional team
A work team composed of individuals from various functional
specialties.
 Taskforce
A temporary committee or team formed to tackle a specific short term
problem affecting several departments.
 Communities of practice
groups of people who share a concern, or a set of problems, or a passion
about a topic and who deepen their knowledge and expertise in that area
by interacting on an ongoing basis.
 External collaboration
 Open innovations
Opening up the search for new ideas beyond the organization’s
boundaries and allowing innovations to easily transfer inward outward
 Strategic partnership
collaborative relationships between two or more organizations in which
they combine their resources and capabilities for some business pirpose.

7. Flexible work arrangement
 Telecommuting
 Compressed workweeks
 A workweek where employees work longer hours per day
but fewer days per week.
 Flextime
 A scheduling system in which employees are required to
work a specific number of hours a week but are free to
vary those hours within certain limits.
 Sharing
 The practice of having two or more people split a full
time job.