Iem organisation structures
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This document discusses different types of organization structures, including simple, functional, divisional, and matrix structures. Simple structures have advantages like simplicity and quick decision making but disadvantages like overload on top executives. Functional structures utilize specialists but have issues with discipline and number of executives. Divisional structures divide organizations along product, geographic, or market lines. Matrix structures are more flexible than traditional functional structures but violate unity of command and are difficult to coordinate.
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This document discusses key concepts related to organizational structure and management. It defines an organization as a systematic arrangement of people brought together to accomplish a specific purpose. It notes that all organizations have three common goals: to establish a purpose expressed in terms of goals, to make decisions to achieve those goals, and to develop a structure through rules and regulations. It then describes the different levels of management, including operatives, managers, top managers, middle managers, and first-line managers. Finally, it outlines several principles of organizational structure, such as work specialization, unity of command, span of control, and centralization versus decentralization.
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Line organization is the oldest and simplest type of administrative organization where authority flows from top to bottom in a scalar chain of command. There are two main types: pure line organization where all individuals at a given level perform the same work, and departmental line organization where the unit is divided into departments for control purposes. Key advantages include simplicity, fixed responsibility, unity of control, and prompt decision making. Disadvantages include a lack of specialization, potential for excess work or favoritism, and limited communication. Functional organization is based on specialization by function or role and allows for decentralized decision making through specialized units or persons.
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This document provides an overview of organizational structure and design. It discusses key elements of organizational structure, including work specialization, departmentalization, chain of command, span of control, and centralization vs. decentralization. The document also defines these various concepts and provides examples to illustrate different types of structures. It aims to explain how arranging jobs and dividing work accomplishes an organization's goals through formal structure.
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Organization structure.ppt
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This document discusses organizational structure and its importance. It defines organizational structure as the division of labor and patterns of coordination, communication, workflow, and formal power that direct organizational activities. An organizational structure is needed to clarify reporting lines and responsibilities. The document outlines three main types of organizational structures - functional, divisional, and matrix - and discusses their advantages and disadvantages. It also describes different methods for coordinating work activities within an organizational structure like informal communication, formal hierarchies, and standardization.
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The document discusses different types of organization structures, including line, line and staff, functional, project, and matrix structures. It provides details on the key characteristics of each structure as well as their merits and demerits. The line structure is the oldest and simplest with a clear line of authority from top to bottom, but it can overburden managers and lack specialization. The line and staff structure introduces staff functions to support the core line functions through expert advice, but it can also lead to conflicts. Functional and project structures group employees by specialty or project, respectively, and matrix structures combine functional and project approaches.
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Note:This is not my own contribution. All rights are reserved to above mentioned website.
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Note:This is not my own contribution. All rights are reserved to above mentioned website.
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This document discusses different methods of departmentation, or dividing organizational activities into smaller units. It describes departmentation by function, location, processes, products, and customers. Departmentation by function groups similar functions into departments, like production, marketing, finance. Departmentation by location divides activities by geographic area. Departmentation by processes groups activities by the production processes used. Departmentation by products organizes activities around specific product lines. Departmentation by customers segments activities according to customer types or channels. The document provides examples and discusses the merits and demerits of each departmentation method.
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The document discusses different aspects of organizational structures, processes, and relationships. It provides an overview of various structural designs like functional, multidivisional, matrix, and transnational structures. It also discusses control processes, planning processes, cultural processes, and performance targets that organizations use. Additionally, it covers the importance of relationships between different units, centers, and strategic alliances networks that are crucial for organizational success. The key idea is that formal structures and processes need to be aligned with informal relationships and processes into coherent configurations for an organization to operate effectively.
Organizational Structures (on the basis of functions & Divisions)
Organizational structures can be based on functions, divisions, products, geography or markets. The key factors that influence organizational design include size, environment, strategy, technology, history, customers, processes, people, and geography. An organization's structure must support its strategy and arrange resources efficiently. Common structures include functional, divisional, geographic, market, and hybrid forms. The structure should be designed based on contingencies to maximize organizational effectiveness.
Organizational structures
This ppt gives an insight about the types of organisational structures prevalent in today's world. I have explained the three types of organisational structures with their advantages and disadvantages.
M.f presentation
This document discusses different types of organizational structures. It defines organizational structure as establishing authority, responsibility, and lines of communication within a company. Five main structures are described: functional, divisional, hybrid, matrix, and virtual.
The functional structure groups roles by specialty and centralizes decision-making. Divisional structures split the company into independent divisions based on product, customer, or geography. Hybrid structures blend functional and divisional approaches. Matrix structures have dual reporting lines. Virtual structures rely primarily on temporary specialists around a small core staff. Advantages and disadvantages of each approach are provided.
MS Tutorial 8 answers
This document discusses organizational structures and design. It begins by defining key terms like chain of command, span of control, and virtual teams. It then lists advantages and disadvantages of common structures like functional, divisional, matrix, and network. Finally, it asks discussion questions about organizational structure for the construction industry.
Organization Architecture
The document discusses organization architecture, which refers to an organization's formal structure, control systems, incentives, processes, culture, and people. It states that for a firm to be profitable, these elements must be internally consistent and match the firm's strategy. It then provides details on key aspects of organization architecture, including organization structure, control systems and incentives, and organizational culture. It emphasizes that all these elements should focus on enabling people to help the organization perform well.
Bpsm final ppt
Organizational structure refers to how tasks and responsibilities are allocated and coordinated. There are two main types of structure - vertical and horizontal. Vertical structure involves specialization and hierarchy while horizontal structure emphasizes integration and cross-functional teams. Common organizational structures include entrepreneurial, functional, divisional, strategic business unit (SBU), and matrix structures. The appropriate structure depends on factors like the organization's strategy, size, and diversity of operations. Structure must be aligned with but can also influence strategy over time.
Organizational structure and its environment
Organizational structure defines how tasks are divided and coordinated to help people work effectively. It is influenced by people, structure, technology, and the environment. Common structures include functional departmentalization by task, chain of command for authority, and centralization vs decentralization of decision-making. Organizational design depends on factors like size, strategy, environment, life cycle stage, and technology used. Structure impacts employee behavior but responses vary individually.
Organizations of international business-International business
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.
Lecture 5 6 7_organizational structure
The document discusses organizational structure and its key elements. It describes how organizational structure formally divides and groups job tasks and responsibilities. The key elements of organizational structure discussed are work specialization, departmentalization, chain of command, span of control, and centralization/decentralization. The document also discusses how factors like strategy, organizational size, technology, and environment influence the design of organizational structure.
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Organizational Structure by Neeraj Bhandari (Surkhet,Nepal)
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Organizational Structures (on the basis of functions & Divisions)
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Iem organisation structures
- 2. TYPES OF ORGANISATION STRUCTURES
- 3. GROUP MEMBERS BINCY JOY DEEPU ABRAHAM DIESH D RIBU JACOB MATHEW
- 4. DIFFERENT TYPES OF ÒRGANISATION STRUCTURES SIMPLE ORGANISATION FUNCTIONAL ORGANISATION DIVISIONAL ORGANISATION MATRIX ORGANISATION
- 6. ADVANTAGES DISADVANTAGES SIMPLICITY OVERALL LOAD ON TOP CLEAR DIVISION OF EXECUTIVES IS MORE AUTHORITY& LIMITED TO VERY SMALL RESPONSIBILITY CONCERNS CLEAR CHANNEL OF NEGLECTS SPECIALISTS COMMUNICATION INDIVIDUAL EXECUTIVES FLEXIBLE ARE SUPPOSED TO DO QUICK DECISIONS & DIFFERENT DUTIES SPEEDY ACTION DICTATORIAL WAY OF WORKING
- 8. ADVANTAGES DISADVANTAGES USE SPECIALISTS DIFFICULT TO MAINTAIN QUALITY OF WORK IS DISCIPLINE IMPROVED NUMBER OF EXECUTIVES WASTAGES CAN BE OF SAME RANK REDUCED CO-ORDINATION IS RELIEVES PRESSURE OF DIFFICULT TOP EXECUTIVES HIGH SALARY TO EXPERTS
- 10. 1) PRODUCT STRUCTURE • Allows functional managers to specialize in one product area • Division managers become experts in their area • Removes need for direct supervision of division by corporate managers • Divisional management improves the use of resources
- 11. 2) GEOGRAPHIC STRUCTURE Divisions are broken down by geographic location Managers locate different divisions in each of the world regions where the organization operates. Generally, occurs when managers are pursuing a multi-domestic strategy
- 12. 3) MARKET STRUCTURE Groups divisions according to the particular kinds of customers they serve Allows managers to be responsive to the needs of their customers and act flexibly in making decisions in response to customers’ changing needs
- 14. ADVANTAGES DISADVANTAGES MORE FLEXIBLE THAN VIOLATES UNITY OF TRADITIONAL COMMAND FUNCTIONAL CO-ORDINATION IS VERY ORGANISATION DIFFICULT MORE STRESS IS GIVEN TO PROJECT MANAGER AUTHORITY OF DOESN`T HAVE LINE OF KNOWLEDGE THAN RANK AUTHORITY