This document discusses organizational structures and provides examples. It covers the following key points in 3 sentences:
The document outlines different types of organizational structures including mechanistic, organic, simple, matrix, virtual and network structures. It also discusses factors like centralization, formalization, span of control and provides examples like Appex case study to illustrate changes in structure and resulting positive and negative effects. Comparison of different structures is provided on a single slide highlighting key differences.
Turn Your Company Outside-In! A paper on cell structure design, part I (BetaC...Niels Pflaeging
Paper on the innovative "networked cell structure design" approach - an alternative organizational design approach to tayloristic, functional, and process-oriented designs.
Turn Your Company Outside-In! A paper on cell structure design, part I (BetaC...Niels Pflaeging
Paper on the innovative "networked cell structure design" approach - an alternative organizational design approach to tayloristic, functional, and process-oriented designs.
This presentation explains what merger and acquisition is, How integration is important after merger and acquisition, how it is to be done, what can be the factors of failure, what is the role of an HR during integration and what strategies companies should follow for a successful Post Merger Integration
Performance Strategy & Change Management BrochureTaryn Soltysiak
IQPC and the Balanced Scorecard Institute are proud to present the Strategic Performance & Change Management conference to help you better executive strategy and enable change within your organization. Join us as we analyze proven performance and change management strategies that cultivate a productive and motivated workforce and facilitate an improved operational system increasing your bottom line.
Defining Organizational Structure
Discuss the traditional and contemporary view of work specialization.
Describe each of the five forms of departmentalization.
Explain cross-functional teams.
Differentiate chain of command, authority, responsibility, and unity of command.
Discuss the traditional and contemporary views of chain of command.
Discuss the traditional and contemporary views of span of control.
This presentation explains what merger and acquisition is, How integration is important after merger and acquisition, how it is to be done, what can be the factors of failure, what is the role of an HR during integration and what strategies companies should follow for a successful Post Merger Integration
Performance Strategy & Change Management BrochureTaryn Soltysiak
IQPC and the Balanced Scorecard Institute are proud to present the Strategic Performance & Change Management conference to help you better executive strategy and enable change within your organization. Join us as we analyze proven performance and change management strategies that cultivate a productive and motivated workforce and facilitate an improved operational system increasing your bottom line.
Defining Organizational Structure
Discuss the traditional and contemporary view of work specialization.
Describe each of the five forms of departmentalization.
Explain cross-functional teams.
Differentiate chain of command, authority, responsibility, and unity of command.
Discuss the traditional and contemporary views of chain of command.
Discuss the traditional and contemporary views of span of control.
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An article on the challenges most companies face as they look to have the right organisation in dynamic times. written for NHRD Annual journal April 2012
The path forward is one that requires business transformation -transformation into an integrated enterprise. An integrated enterprise is an organizational structure that recognizes that a business operates best as a coordinated unit, and not as a mere collection of individual departments. Efficiency is achieved because focus is placed on processing transactions and information throughout the the enterprise. An ERP system is a prerequisite to the achievement of enterprise integration.
Knowledge as an asset has not lost momentum, in fact organizations still need proper KM tools and methods in order to reduce the risk of knowledge loss, improve collaboration, standardize best practices and so on. Problem begins when we try to solve this issues with a KM vision that was meant for a 90s-type business and not for today’s exponential organizations
This presentation showcases a proven method for KM for modern organizations developed by Wakiy, a knowledge management consultancy firm based in Lima, Perú.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
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Explore how micro-credentials are transforming Technical and Vocational Education and Training (TVET) with this comprehensive slide deck. Discover what micro-credentials are, their importance in TVET, the advantages they offer, and the insights from industry experts. Additionally, learn about the top software applications available for creating and managing micro-credentials. This presentation also includes valuable resources and a discussion on the future of these specialised certifications.
For more detailed information on delivering micro-credentials in TVET, visit this https://tvettrainer.com/delivering-micro-credentials-in-tvet/
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
1. - What The Faff!!
Contents
Organizational Structure, Chart .................................................................................................................... 2
Structure of Org ............................................................................................................................................ 2
Division of Labor: Kaam Baato...Dard khud mit jayega............................................................................. 2
Centralization versus Decentralization: .................................................................................................... 2
Line Maaro, Authority Paao....Staff Research deke jaao .......................................................................... 2
Unity of Command .................................................................................................................................... 3
Formalization- Code Red or No Code? ...................................................................................................... 3
Types of Organization ................................................................................................................................... 3
Mechanistic Organizations:....................................................................................................................... 3
Organic Organizations:.............................................................................................................................. 3
Simple Structure ....................................................................................................................................... 4
MATRIX Organization .................................................................................................................................... 4
Types of Matrix (no..not Reloaded And Revolutions) ............................................................................... 4
Virtual/Network Organizations ..................................................................................................................... 5
Virtual Organizations ................................................................................................................................ 5
Network Organizations ............................................................................................................................. 5
Comparison of Structures- ONE SLIDE SLAP ................................................................................................. 6
Critical Success Factors ................................................................................................................................. 7
Appex Case Study .......................................................................................................................................... 7
APPEX EVOLUTION .................................................................................................................................... 8
NOVARTIS CASE............................................................................................................................................. 8
2. Organizational Structure, Chart
Bahut Authority hai Gabbar ke haathon mein..haan!
Chain of Command shows: Chained to me or to Chained to Gabbar ki Goli!
Span of Control: Arre o Samba...Kitne Aadme the ?
Hierarchical Level: No of people at each level
Structure of Org
Division of Labor: Kaam Baato...Dard khud mit jayega
Centralization versus Decentralization:
Gabbar Ltd= Centralized. Any Club at ISB= Decentralized (I hope!)
Line Maaro, Authority Paao....Staff Research deke jaao
Line functions= Production, Marketing, Sales
Staff Fucntions= HR, IT, Finance
3. Unity of Command
Of course, you don't want your employees to run around sayin "mere do do boss! mere do do boss!"
Formalization- Code Red or No Code?
If you are a code red organization, you CEO must really be of the kind "we follow orders or people die!"
A No Code Organization= SAS? I
Types of Organization
Mechanistic Organizations:
well defined jobs, hierarchical info, sab kuch high, span of control narrow, slow decision making, little
flexibility and low productivity.
Organic Organizations:
loosely defined jobs, free info, sab kuch low, span of control wide and productivity high
4. Main disadvantage of Divisional Structure is duplication and lack of synergy. Similar prob with gegraphic.
Team structure -Remember CHAK DE... team can become bigger than Organization. Kabir Khan won't
like it.
Simple Structure
Who says what's in a name? Here everything is clear!- less Formalization, less departments, more
control, more authority concentration, easier decisions making and suitable for small orgs.
And Now for the ONE..
MATRIX Organization
Wake up Neo!
The matrix structure groups employees by both function and product.
A matrix organization frequently uses teams of employees to accomplish work
Helps take advantage of the strengths, as well as make up for the weaknesses, of functional and
decentralized forms.
An example would be a company that produces two products, "product a" and "product b". Using the
matrix structure, this company would organize functions within the company as follows: "product a"
sales department, "product a" customer service department, "product a" accounting, "product b" sales
department, "product b" customer service department, "product b" accounting department. !
You: Wow! This is like almost best of both worlds! This Matrix Orgs...Do they exist for real?
Morpheus: What is real? How do you define real?
You: Aargh... Not again!!
Types of Matrix (no..not Reloaded And Revolutions)
Weak/Functional Matrix: A project manager with only limited authority is assigned to oversee the cross-
functional aspects of the project. The functional managers maintain control over their resources and
project areas.
5. Balanced/Functional Matrix: A project manager is assigned to oversee the project. Power is shared
equally between the project manager and the functional managers. It brings the best aspects of
functional and project-wala organizations. However, this is the most difficult system to maintain as the
sharing power is delicate proposition.
Strong/Project Matrix: A project manager is primarily responsible for the project. Functional managers
provide technical expertise and assign resources as needed.
Virtual/Network Organizations
Virtual Organizations
A firm that contracts out almost all functions
A virtual organization might not have even have a permanent office
Best Example would be your fashion industry ABC. There may be a brand ABC with no
company/office, but one designer XYZ outsourcing tailoring work to one guy, buying material
from Thailand & China to another and marketing to another.
Network Organizations
It is a collection of autonomous firms or units that behave as a single larger entity
Uses social mechanisms for coordination and control
Entities are subsidiaries or different legal entities
Egg Sample: ITC and its different divisions. Like Spices division will supply to not just ITC foods, but also
other companies. (now does this info count in my ELP? Anyone hear me??)
7. Critical Success Factors
Appex Case Study- Short Version
Shikhar Ghosh brought in a number of significant and radical structural changes in an attempt to
respond to its meteoric growth
Op performance improved, but brought friends like inefficiencies
the number and frequency of the changes has resulted in a work environment fraught with
fiefdoms, employee anxiety, and power struggles
Probls like Loss of customer focus & Lack of Innovation death knell for APPEX
Appex should undergo a substantive restructuring
Should consider Matrix Struc for enabling innovation, performance, and growth
Will reduce duplicity, increase flexibility
The matrix will provides a mechanism for Appex to leverage aspects of EDS’s infrastructure and
competencies
8. APPEX EVOLUTION
Timeframe Employees Revenue Structure Positive Effects Negative Effects
86-87 << 26 $1M Informal - Start-Up Innovative, committed workforce No underlying planning structure
Fluid, informal organization High-bandwidth communication No product accountability
Strong informal ties Fast, extensive idea generation Unclear reporting structure
Quick market response “Fire-fighting” mentality
Lack of customer service focus
Summer 88 < 26 Circular Free flow of information Employees “could not relate”
Non-hierarchical Theoretically customer-based Aimed at response, not planning
Concentric circles expanding out from Theoretically responsive structure Unclear decision hierarchies
executives to customers Customer became the “enemy”
Late 88 ~ 26 $2.3M Horizontal Impression of traditional structure Complete failure
Non-hierarchical Employees gave no response
Typical org-chart turned sideways
Feb 89 ~ 40 Hierarchical/Functional Focus on task completion Extensive politics
Separation into functional teams (e.g. Increased planning Development of sub-functions
Sales, Service, Operations) System for assessing accountability Polarization of teams
Reduction on cooperation
Poor skill/management matches
Aug 89 ~ 80 Addition of Product Teams Improved planning No system of authority
Overlay of functional representatives Application of management vs. skill Extensive executive decision support
for each key product to products No system of priorities between
products
Nov 89 ~ 100 $6.8M Addition of Business Teams Decision making authority “More tail than tooth” – too many
Intermediaries between product teams Resource allocation authority people in overhead
and corporate management Too many layers of management
Internal process focus
Loss of customer focus
Loss of P&L accountability
Aug 90 ~ 150 Divisions Improved accountability, budgeting, Resource allocations squabbles
Separation into three divisions, ICS, IS, and planning Cross-divisional antagonism
and Operations Extensive communications within Second guessing of Sr. Management
divisions No cross-divisional communication or
cooperation
Fractal structures
Financial gamesmanship
NOVARTIS CASE-No time for Drugs!
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