The document discusses organizational design fundamentals, including different types of organizational structures and characteristics. It describes common management functions like planning, organizing, leading and controlling. Different dimensions that define organizations are also examined, such as degree of complexity, formalization and centralization. Organizational structures can range from mechanistic to organic depending on these factors.
"PPt Of Organizational Structure".In this PPt Our Group present a typical organizational structure with various views, examples.This PPT Made for the Presentation
"PPt Of Organizational Structure".In this PPt Our Group present a typical organizational structure with various views, examples.This PPT Made for the Presentation
This presentation is about how organising is an impotant function in creating sound Organisation Structure. It compares the merits and demerits of various organisation structures.
Strategic Management: Organizational DesignTriune Global
There are a number of factors that differentiate small-business operations from large-business operations, one of which is the implementation of a formal organizational structure. Organizational structure is important for any growing company to provide guidance and clarity on specific human resources issues, such as managerial authority. Small-business owners should begin thinking about a formal structure early in the growth stage of their business.
This presentation is about how organising is an impotant function in creating sound Organisation Structure. It compares the merits and demerits of various organisation structures.
Strategic Management: Organizational DesignTriune Global
There are a number of factors that differentiate small-business operations from large-business operations, one of which is the implementation of a formal organizational structure. Organizational structure is important for any growing company to provide guidance and clarity on specific human resources issues, such as managerial authority. Small-business owners should begin thinking about a formal structure early in the growth stage of their business.
An organizational structure is a system that outlines how certain activities are directed in order to keep an organization efficiency and achieve its Strategic Goals of the organization. These activities can include processes, roles, responsibilities, decision making and communication.
For example, in a centralized structure, decisions flow from the top down, while in a decentralized structure, decision-making power is distributed among various levels of the organization. Having an organizational structure in place allows companies to remain efficient and focused.
Metamorphosis Management Group frameworks & approach to working with leadership team, and setting up effective organizational design. The approach - can be described in these slides. The WORK - to engage leaders & stakeholders to change their organization - you'll need to experience directly.
Richard Harbridge will share proven approaches to getting started and succeeding in establishing and improving Microsoft 365 Governance. Richard’s focus will be explaining how shifting from a reactive approach to a proactive one in Microsoft 365 governance, and to a proactive approach to adoption that drives better results, can lead an organization into accomplishing more with less, and empowering it to maximize the value of their digital workplace.
This document is containing details about Business Analysis & Business Analyst the agendas are as below :
Introduction to Business Analysis
Scope of Business Analyst in IT & Non-IT Organizations
Require Skill Matrix & Prerequisites for Business Analyst
Business Analysis Methodology
Role Business Analyst in SDLC
Alternatives & BA Professional Courses
Introduction to CMMi Levels & Role of BA in CMMi Levels
Ineffective meetings are the bugbear of many organisations. In this article, John Sutherland, Director of Strategic resource introduces and discusses the 4 P's model. He advises that setting out the 4 P's – Person, Purpose, Process and Product for any form of teamwork or organisational meetings promotes efficiency, productivity and focus.
Workforce Insight And Change Making Comms V4 AaAladam
These slides provide an overview of how to do Workforce Planning & Analytics so leaders can make better, more informed decisions. Hope you like it!
After reading the case study prepare Assignment One - Collecting I.docxcoubroughcosta
After reading the case study prepare Assignment One - Collecting Information as described in the case study (page 18).
ASSIGNMENT ONE – COLLECTING INFORMATION
Organizational Design consulting survey
Use this form when collecting information about your client organization (AMAZON). Use those questions that seem most relevant. You will probably be unable to answer some of the questions.
Using the questions below, obtain information on Amazon. In a word document, essay for using the questions as headings. APA format.
Paper should have a cover, abstract, and references, in-text as well. Make sure all sources are clearly referenced.
Organizational Purpose
What is the mission of this organization?
What are the main goals?
What organizational cultural beliefs support the mission and goals?
How does the organization measure its success?
Organizational Passage
Describe the historical development of this organization.
How does this organization respond to risk?
Describe the balance between short-term and long-term focus for this organization.
Describe how this organization approaches its external environment. How aware is this organization of its external environment?
How much emphasis does this organization put on results, both short and long term?
Internal Environment
How well does this organization coordinate across functions?
How is information shared across functions?
What are the core processes and products provided by this organization?
What unique processes and products does the organization produce well?
Are there processes and products that prevent this organization from optimal performance? If so, how?
External Environment
Describe the clients of this organization. Are there potential future clients that are desirable for this organization? What suppliers does this organization depend on to meet its mission and goals? n
Describe the competitors of this organization. What are some industry trends?
Is there any regulation anticipated that will affect this organization and its industry? Please explain.
Is there any new technology anticipated that will affect this organization and its industry? Please explain.
Structural Dimensions
What activities at this organization are performed by specialists?
How specific are procedures at this organization?
Does this organization use detailed work processes?
How important are items such as employee handbooks, organizational charts and job descriptions to this organization? What levels of leadership have decision-making authority at this organization?
Is this organization focused on employee empowerment?
What is the span of control at the highest level of the organization (i.e., CEO level)?
What is the span of control for first-line supervisors at this organization?
Contextual Factors
Describe any major changes that have occurred in the history of this organization. Explain the ownership structure of this organization.
How many employees work at this organization?
What financial information .
3. Management Functions Planning Organizing Leading Controlling Defining goals, estab- lishing strategy, and developing subplans to coordinate activities Determining what needs to be done, how it will be done, and who is to do it Directing and moti- vating all involved parties and resolving conflicts Monitoring activities to ensure that they are accomplished as planned Achieving the organization’s stated purpose Lead to Designing organizational structures is part of organizing, one of the four basic management functions.
4. Org chart example Chief Executive Officer President Vice- President Region 3 District D Executive Vice-President Region 1 Region 2 Region 4 Region 5 District A District B District E District F District G District C Vice- President Vice- President Vice- President Vice- President Executive Vice-President
5. Alternate Org. Form: A Matrix Organization Design Engineering Manu- facturing Contract Admin. Purchasing Accounting Human Resources Alpha Project Beta Project Gamma Project Omega Project Design Group 1 Design Group 2 Design Group 3 Design Group 4 Mftg. Group 1 Mftg. Group 2 Mftg. Group 3 Mftg. Group 4 Contract Group 1 Contract Group 2 Contract Group 3 Contract Group 4 Purch. Group 1 Purch. Group 2 Purch. Group 3 Purch. Group 4 Acctg. Group 1 Acctg. Group 2 Acctg. Group 3 Acctg. Group 4 HR Group 1 HR Group 2 HR Group 3 HR Group 4
6. An IS Department Org Chart Fig. 1-3. IS professionals frequently work in project-based teams. Only 1 team works on a project, usually. People work on many projects, however (e.g. a matrix organization). Teams are comprised of diverse group of members from several areas, and may include users, managers, analysts, programmers, etc.
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11. Vertical complexity Contrasting Spans of Control (Highest) Assuming Span of 8 1 2 3 4 5 6 7 1 4 16 64 256 1,024 4,096 1 8 64 512 4,096 Organization Level (Lowest) Span of 4: 4,096 Operatives. 1,365 Managers Span of 8: 4,096 Operatives. Only 585 Managers! Which organization looks more appealing to you? Assuming Span of 4
13. Horizontal complexity Product Departmentalization Bombardier, Inc. Recreational Products Division Logistic Equipment Division Industrial Equipment Division Bombardier- Rotax (Gunskirchen) Mass Transit Sector Rail Products Sector Recreational and Utility Vehicles Sector Mass Transit Division Bombardier-Rotax (Vienna) Rail and Diesel Products Division
14. Horizontal complexity Customer Departmentalization Director of Sales Manager , Retail Accounts Manager , Wholesale Accounts Manager , Government Accounts Figure 10-7
15. Horizontal complexity Geographic Departmentalization Vice President for Sales Sales Director, Western Region Sales Director Southern Region Sales Director, Midwest Region Sales Director Eastern Region
16. Centralization and Decentralization DEGREE OF CENTRALIZATION DEGREE OF DECENTRALIZATION Judging by the size of the desk, where do decisions get made? Which organization looks more appealing to you?
17. Two Extremes for Organizational Types Rigid hierarchical relationships Fixed duties High formalization Formalized communication channels Centralized decision authority Vertical and horizontal collaboration Adaptable duties Low formalization Informal communication Decentralized decision authority Mechanistic Organic
18. Types of Organizations Rigid hierarchical relationships Fixed duties High formalization Formalized communication channels Centralized decision authority Vertical and horizontal collaboration Adaptable duties Low formalization Informal communication Decentralized decision authority Mechanistic Organic In which type of organization would you like to work? Do you like to take orders? Are you risk-averse, i.e. do you avoid risk? Do you prefer to be aware of the ‘big picture’?
19. Woodward’s Findings on Technology, Structure, and Effectiveness Unit Production Mass Production Process Production Structural characteristics Low vertical differentiation Moderate vertical differentiation High vertical differentiation Low horizontal differentiation High horizontal differentiation Low horizontal differentiation Low formalization High formalization Low formalization Most effective structure Organic Mechanistic Organic
Editor's Notes
group of people; structure; common set of objectives.
It is easier to move from larger companies to smaller ones, in general.