This document discusses key concepts related to organizational design including centralization, complexity, formalization, structure, and departmentalization. It defines these terms and discusses their advantages and disadvantages. The document also covers different types of organizational structures like mechanistic, organic, and matrix structures. Finally, it discusses factors that influence organizational design decisions like span of control and flexibility.
This document discusses 5 basic types of organizational structures: functional, divisional, matrix, line and staff, and project. The functional structure groups employees by their specialized function. The divisional structure groups employees responsible for a particular product or market. The matrix structure combines functional and divisional structures with dual reporting relationships. The line and staff structure combines a centralized approval structure with specialized support staff departments. Finally, the project structure organizes employees into teams dedicated to completing specific projects.
Knowledge networking involves building relationships to learn from others and accomplish goals together. It is about sharing knowledge in a reciprocal way to support each other. The purpose is to help businesses work more efficiently and discover new opportunities by connecting people to ideas and each other. Learning is one of the major benefits of knowledge sharing, as it allows people to gain new perspectives and make their expertise more explicit.
A complete Overview Of Organizing in Principles Of Management.
A good Reference for people who are doing this topic presentation and also for the exams. I have covered almost every topic in organizing.
At Microsoft, the company organizes itself according to four customer segments to better understand and serve different types of customers. This allows Microsoft to design specific products and services for each segment. There are six key elements that managers consider when designing an organizational structure: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. These elements determine how tasks are divided and coordinated within a company. Common organizational designs include simple structures, bureaucracies, and matrix structures. The appropriate design depends on factors like the company's strategy, size, and environment.
This document discusses organizational structure and design. It addresses key considerations for building an organizational structure like job design, departmentation, span of control, and delegation of authority. It also describes Galbraith's star model of organizational design and characteristics of effective design. The document outlines challenges of organizational designs and discusses vertical and horizontal differentiation. It compares centralization versus decentralization and mechanistic versus organic structures. Effective organizational structure is based on interlocking roles and balancing formal and informal authority and control.
This document discusses organizational structures and designs. It defines organizational structure as the formal configuration between individuals and groups regarding task allocation, responsibilities, and authorities. An organizational chart is a diagram representing connections between departments. Key elements that impact organizational design are discussed, including work specialization, departmentalization, authority/responsibility, span of control, centralization vs decentralization, and formalization. Traditional and contemporary organizational designs like functional, divisional, matrix, team, project, boundaryless, virtual and learning organizations are described.
PeopleWiz partnered with a technology startup in its growth phase to design and implement a new organizational structure. They provided a methodology and roadmap for building an energized organization with new processes and management systems. Due to high demand, the startup needed to scale operations without reducing quality. PeopleWiz created a structure with defined roles and middle management to improve communication and implement standardized processes for design, hiring, and performance management. This supported the growth strategy and positioned the company for financial success.
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 document discusses 5 basic types of organizational structures: functional, divisional, matrix, line and staff, and project. The functional structure groups employees by their specialized function. The divisional structure groups employees responsible for a particular product or market. The matrix structure combines functional and divisional structures with dual reporting relationships. The line and staff structure combines a centralized approval structure with specialized support staff departments. Finally, the project structure organizes employees into teams dedicated to completing specific projects.
Knowledge networking involves building relationships to learn from others and accomplish goals together. It is about sharing knowledge in a reciprocal way to support each other. The purpose is to help businesses work more efficiently and discover new opportunities by connecting people to ideas and each other. Learning is one of the major benefits of knowledge sharing, as it allows people to gain new perspectives and make their expertise more explicit.
A complete Overview Of Organizing in Principles Of Management.
A good Reference for people who are doing this topic presentation and also for the exams. I have covered almost every topic in organizing.
At Microsoft, the company organizes itself according to four customer segments to better understand and serve different types of customers. This allows Microsoft to design specific products and services for each segment. There are six key elements that managers consider when designing an organizational structure: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. These elements determine how tasks are divided and coordinated within a company. Common organizational designs include simple structures, bureaucracies, and matrix structures. The appropriate design depends on factors like the company's strategy, size, and environment.
This document discusses organizational structure and design. It addresses key considerations for building an organizational structure like job design, departmentation, span of control, and delegation of authority. It also describes Galbraith's star model of organizational design and characteristics of effective design. The document outlines challenges of organizational designs and discusses vertical and horizontal differentiation. It compares centralization versus decentralization and mechanistic versus organic structures. Effective organizational structure is based on interlocking roles and balancing formal and informal authority and control.
This document discusses organizational structures and designs. It defines organizational structure as the formal configuration between individuals and groups regarding task allocation, responsibilities, and authorities. An organizational chart is a diagram representing connections between departments. Key elements that impact organizational design are discussed, including work specialization, departmentalization, authority/responsibility, span of control, centralization vs decentralization, and formalization. Traditional and contemporary organizational designs like functional, divisional, matrix, team, project, boundaryless, virtual and learning organizations are described.
PeopleWiz partnered with a technology startup in its growth phase to design and implement a new organizational structure. They provided a methodology and roadmap for building an energized organization with new processes and management systems. Due to high demand, the startup needed to scale operations without reducing quality. PeopleWiz created a structure with defined roles and middle management to improve communication and implement standardized processes for design, hiring, and performance management. This supported the growth strategy and positioned the company for financial success.
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 document discusses the concept of organizing. It defines organizing as the process of identifying and grouping work, defining responsibilities, and establishing relationships to enable people to work effectively together. The key points made are:
1. Organizing can be viewed as both an art and a science. As an art it involves applying skills and knowledge, and as a science it has systematic principles and cause-and-effect relationships.
2. There are various steps to organizing including dividing work, classifying activities, appointing personnel, and delegating authority.
3. Organizational structures can be formal or informal, and types include functional, divisional, and matrix structures.
4. Organizational charts are used
Organizing refers to the process of defining activities, grouping them, and establishing authority relationships within an enterprise. It includes determining activities, how they are grouped, assigning responsibilities, and reporting relationships. Organizing involves dividing work, coordinating activities, establishing plurality of persons working toward common objectives. It treats the organization like a machine where all parts must function for the whole to work. Key aspects of organizing include identifying and dividing work, departmentalization, assigning duties, and establishing reporting relationships through an organizational structure. Organizational structures can be functional, dividing work by business functions, or divisional, dividing work along product or geographic lines.
The document discusses organizing as a management function that involves structuring jobs, tasks, and resources to accomplish objectives efficiently. It provides details on common organizing elements like work specialization, departmentalization, chain of command, span of control, and patterns of authority. Coordination of activities is also emphasized as linking different tasks to achieve common goals. Various types of departmentalization and authority patterns are outlined.
This document discusses the key elements of organizational structure, including span of control, centralization, formalization, and departmentalization. It provides definitions and examples for each element. Additionally, it outlines some of the determinants of organizational structure, such as environment, technology, size, and strategy. Overall, the document provides a high-level overview of the principal components of organizational structure and how different factors influence structural design.
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.
The document discusses organizational diagnosis, which involves compiling information about an organization and its employees to understand relationships and perceptions. It aims to define goals and objectives for organizational change. Several models of organizational diagnosis are described, including descriptive models like the McKinsey 7S model and normative models. Key phases of diagnosis include determining the approach, collecting and analyzing data, and providing feedback. Issues that can impact diagnosis like perceptual bias and diversity are also covered.
MANAGEMENT AND ORGANIZATION, ORGANIZATIONAL BEHAVIOUR, ORGANISATIONAL BEHAVIOR, , ORGANIZATIONAL STRUCTURE, CENTRALIZED VS DECENTRALIZED ORGANIZATIONAL STRUCTURES, TYPES OF ORGANIZATIONAL STRUCTURES, THE IMPACT OF ORGANIZATION STRUCTURE ON PRODUCTIVITY, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
Organizational structure defines how tasks are divided and coordinated within a company. It establishes reporting relationships, decision making processes, and the degree of standardization and centralization. Common structures include functional, divisional, matrix, and network forms. Structure is important for facilitating management, encouraging growth and innovation, and optimizing human and technological resources.
The document discusses different types of organizational structures that companies use, including functional, line, matrix, and line and staff structures. It provides details on the key features and advantages and disadvantages of each structure. The functional structure groups employees by specialized functions, while the line structure has a strict top-down hierarchy. The matrix structure combines functional and project-based reporting, and the line and staff structure adds specialized staff positions that advise line managers. Overall, the document aims to explain how organizational structures can help companies operate efficiently and achieve goals.
Organizational development (OD) interventions are planned actions intended to increase an organization's effectiveness by disrupting the status quo. To be effective, interventions must fit the organization's needs, be based on causal knowledge, and transfer change management skills. The success of interventions depends on factors like readiness for change, cultural context, and the capabilities of the change agent. Common approaches to change include structural, technical, and behavioral strategies, which often need to be integrated. Stream analysis is a useful planning tool that provides a graphical view of planned changes over time. Major OD techniques target the individual, team, intergroup, and total organizational levels.
Organizational Structure : Types and ClassificationSanchit
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.
This document provides an overview of organizational development (OD) including its history, models, theories, key concepts, and strategies. It discusses early influences on OD such as T-groups, action research, and quality of work life programs. Models of change including those by Lewin, Schein, Kilmann, and Porras and Robertson are summarized. Core OD values like participation, empowerment, and teams are covered. Finally, strategies like parallel learning structures and the normative-reductive approach are outlined.
This document discusses organizational structure and design. It identifies six key elements of organizational structure: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Common organizational designs include simple structures, bureaucracies, matrix structures, and new options like virtual and boundaryless organizations. Organizational structure is influenced by factors like organizational strategy, size, technology, and environment. Different structures can impact employee behavior, though results are mixed on relationships between factors like span of control and job satisfaction.
The term organizational development was coined by Richard Beckhard in the mid-1950s.Organizational development is an acronym of two words i.e., organization and development
An organization is a group of individuals working together toward common goals. As an organization increases in size, the need for a well-defined structure also increases. Organizing involves deciding how to best group activities and resources, while organizational structure refers to the patterns and groups of jobs. There are various elements that make up organizational structure, including division of labor, chain of command, and span of control. Managers make design decisions around how to divide tasks, group jobs, set reporting relationships, and distribute authority.
This document discusses different types of organizational structures and designs. It describes centralization vs decentralization in decision making. The main organizational structures covered are functional, divisional, matrix, line and staff, and project structures. The functional structure groups employees by similar job functions. The divisional structure groups employees responsible for particular products or markets. The matrix structure combines functional and divisional reporting relationships. The line and staff structure combines a line structure with staff support departments. And the project structure organizes teams for specific projects with project managers coordinating resources.
Organizational structure refers to how tasks and responsibilities are allocated within an organization. It is represented visually in an organizational chart. Organizational design is the process of coordinating these structural elements based on factors like the environment, technology, strategy, and human resources. Key design decisions include the division of labor, departmentalization approach, span of control, and level of authority. Organizations differentiate horizontally by specialization, vertically by hierarchy, and spatially by geographic dispersion. Integration coordinates the differentiated parts through vertical methods like rules and committees or horizontal methods like liaison roles and teams. Common organizational structures include machine bureaucracies, professional bureaucracies, divisional forms, and adhocracies.
Basic challenge-of-organizational-design meilyIrshad Ahmed
This document discusses key concepts in organizational structure and design. It defines differentiation as the process of allocating people and resources to tasks and establishing relationships to achieve goals. As organizations grow in size and complexity, managers must decide how to control and coordinate activities through differentiation. The challenges are managing differentiation to achieve goals and balancing specialization with integration to promote cooperation. Other concepts covered include centralization versus decentralization of decision-making, standardization versus mutual adjustment of behaviors, and mechanistic versus organic structures.
This document discusses organizing as a function of management. It defines organizing and explains that it involves sub-dividing and grouping activities. Organizing becomes necessary when more than one person works together to achieve common objectives. The document then discusses the nature and purpose of organization, including specialization, orientation towards goals, and continuity. It also outlines the steps in the organizing process and discusses formal and informal organization structures. Finally, it covers different types of organizational structures like bureaucratic, functional, divisional, and matrix structures.
The document discusses organizational structures used by companies. It describes four main types of structures - line, line and staff, matrix, and team. Key factors that influence a company's structure are its size, products/services, and stage of growth. As a company grows, its structure typically becomes more complex, shifting from a line to later stages involving more delegation and collaboration. The roles of the CEO and board of directors in leading the company are also outlined.
This document discusses organizational structure and culture. It defines organizational structure as how job tasks are divided and coordinated, and discusses common structural elements like work specialization, departmentalization, and span of control. It also examines why organizational structures differ based on factors like strategy, size, technology, environment, and global implications. Finally, it introduces the topic of organizational culture and the importance of creating an ethical culture.
This document discusses the concept of organizing. It defines organizing as the process of identifying and grouping work, defining responsibilities, and establishing relationships to enable people to work effectively together. The key points made are:
1. Organizing can be viewed as both an art and a science. As an art it involves applying skills and knowledge, and as a science it has systematic principles and cause-and-effect relationships.
2. There are various steps to organizing including dividing work, classifying activities, appointing personnel, and delegating authority.
3. Organizational structures can be formal or informal, and types include functional, divisional, and matrix structures.
4. Organizational charts are used
Organizing refers to the process of defining activities, grouping them, and establishing authority relationships within an enterprise. It includes determining activities, how they are grouped, assigning responsibilities, and reporting relationships. Organizing involves dividing work, coordinating activities, establishing plurality of persons working toward common objectives. It treats the organization like a machine where all parts must function for the whole to work. Key aspects of organizing include identifying and dividing work, departmentalization, assigning duties, and establishing reporting relationships through an organizational structure. Organizational structures can be functional, dividing work by business functions, or divisional, dividing work along product or geographic lines.
The document discusses organizing as a management function that involves structuring jobs, tasks, and resources to accomplish objectives efficiently. It provides details on common organizing elements like work specialization, departmentalization, chain of command, span of control, and patterns of authority. Coordination of activities is also emphasized as linking different tasks to achieve common goals. Various types of departmentalization and authority patterns are outlined.
This document discusses the key elements of organizational structure, including span of control, centralization, formalization, and departmentalization. It provides definitions and examples for each element. Additionally, it outlines some of the determinants of organizational structure, such as environment, technology, size, and strategy. Overall, the document provides a high-level overview of the principal components of organizational structure and how different factors influence structural design.
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.
The document discusses organizational diagnosis, which involves compiling information about an organization and its employees to understand relationships and perceptions. It aims to define goals and objectives for organizational change. Several models of organizational diagnosis are described, including descriptive models like the McKinsey 7S model and normative models. Key phases of diagnosis include determining the approach, collecting and analyzing data, and providing feedback. Issues that can impact diagnosis like perceptual bias and diversity are also covered.
MANAGEMENT AND ORGANIZATION, ORGANIZATIONAL BEHAVIOUR, ORGANISATIONAL BEHAVIOR, , ORGANIZATIONAL STRUCTURE, CENTRALIZED VS DECENTRALIZED ORGANIZATIONAL STRUCTURES, TYPES OF ORGANIZATIONAL STRUCTURES, THE IMPACT OF ORGANIZATION STRUCTURE ON PRODUCTIVITY, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
Organizational structure defines how tasks are divided and coordinated within a company. It establishes reporting relationships, decision making processes, and the degree of standardization and centralization. Common structures include functional, divisional, matrix, and network forms. Structure is important for facilitating management, encouraging growth and innovation, and optimizing human and technological resources.
The document discusses different types of organizational structures that companies use, including functional, line, matrix, and line and staff structures. It provides details on the key features and advantages and disadvantages of each structure. The functional structure groups employees by specialized functions, while the line structure has a strict top-down hierarchy. The matrix structure combines functional and project-based reporting, and the line and staff structure adds specialized staff positions that advise line managers. Overall, the document aims to explain how organizational structures can help companies operate efficiently and achieve goals.
Organizational development (OD) interventions are planned actions intended to increase an organization's effectiveness by disrupting the status quo. To be effective, interventions must fit the organization's needs, be based on causal knowledge, and transfer change management skills. The success of interventions depends on factors like readiness for change, cultural context, and the capabilities of the change agent. Common approaches to change include structural, technical, and behavioral strategies, which often need to be integrated. Stream analysis is a useful planning tool that provides a graphical view of planned changes over time. Major OD techniques target the individual, team, intergroup, and total organizational levels.
Organizational Structure : Types and ClassificationSanchit
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.
This document provides an overview of organizational development (OD) including its history, models, theories, key concepts, and strategies. It discusses early influences on OD such as T-groups, action research, and quality of work life programs. Models of change including those by Lewin, Schein, Kilmann, and Porras and Robertson are summarized. Core OD values like participation, empowerment, and teams are covered. Finally, strategies like parallel learning structures and the normative-reductive approach are outlined.
This document discusses organizational structure and design. It identifies six key elements of organizational structure: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Common organizational designs include simple structures, bureaucracies, matrix structures, and new options like virtual and boundaryless organizations. Organizational structure is influenced by factors like organizational strategy, size, technology, and environment. Different structures can impact employee behavior, though results are mixed on relationships between factors like span of control and job satisfaction.
The term organizational development was coined by Richard Beckhard in the mid-1950s.Organizational development is an acronym of two words i.e., organization and development
An organization is a group of individuals working together toward common goals. As an organization increases in size, the need for a well-defined structure also increases. Organizing involves deciding how to best group activities and resources, while organizational structure refers to the patterns and groups of jobs. There are various elements that make up organizational structure, including division of labor, chain of command, and span of control. Managers make design decisions around how to divide tasks, group jobs, set reporting relationships, and distribute authority.
This document discusses different types of organizational structures and designs. It describes centralization vs decentralization in decision making. The main organizational structures covered are functional, divisional, matrix, line and staff, and project structures. The functional structure groups employees by similar job functions. The divisional structure groups employees responsible for particular products or markets. The matrix structure combines functional and divisional reporting relationships. The line and staff structure combines a line structure with staff support departments. And the project structure organizes teams for specific projects with project managers coordinating resources.
Organizational structure refers to how tasks and responsibilities are allocated within an organization. It is represented visually in an organizational chart. Organizational design is the process of coordinating these structural elements based on factors like the environment, technology, strategy, and human resources. Key design decisions include the division of labor, departmentalization approach, span of control, and level of authority. Organizations differentiate horizontally by specialization, vertically by hierarchy, and spatially by geographic dispersion. Integration coordinates the differentiated parts through vertical methods like rules and committees or horizontal methods like liaison roles and teams. Common organizational structures include machine bureaucracies, professional bureaucracies, divisional forms, and adhocracies.
Basic challenge-of-organizational-design meilyIrshad Ahmed
This document discusses key concepts in organizational structure and design. It defines differentiation as the process of allocating people and resources to tasks and establishing relationships to achieve goals. As organizations grow in size and complexity, managers must decide how to control and coordinate activities through differentiation. The challenges are managing differentiation to achieve goals and balancing specialization with integration to promote cooperation. Other concepts covered include centralization versus decentralization of decision-making, standardization versus mutual adjustment of behaviors, and mechanistic versus organic structures.
This document discusses organizing as a function of management. It defines organizing and explains that it involves sub-dividing and grouping activities. Organizing becomes necessary when more than one person works together to achieve common objectives. The document then discusses the nature and purpose of organization, including specialization, orientation towards goals, and continuity. It also outlines the steps in the organizing process and discusses formal and informal organization structures. Finally, it covers different types of organizational structures like bureaucratic, functional, divisional, and matrix structures.
The document discusses organizational structures used by companies. It describes four main types of structures - line, line and staff, matrix, and team. Key factors that influence a company's structure are its size, products/services, and stage of growth. As a company grows, its structure typically becomes more complex, shifting from a line to later stages involving more delegation and collaboration. The roles of the CEO and board of directors in leading the company are also outlined.
This document discusses organizational structure and culture. It defines organizational structure as how job tasks are divided and coordinated, and discusses common structural elements like work specialization, departmentalization, and span of control. It also examines why organizational structures differ based on factors like strategy, size, technology, environment, and global implications. Finally, it introduces the topic of organizational culture and the importance of creating an ethical culture.
This document provides an overview of organizing concepts including:
1. It defines organizing as the process of arranging work, authority, and resources to achieve goals.
2. It discusses principles of organizing like unity of command, span of control, and coordination.
3. It covers organizational architecture including functional, multidivisional, geographic, and matrix structures.
The document discusses organizational structure and human resource management. It covers topics like formal and informal organizations, tall and flat organizational structures, line and staff functions, and the roles of human resource development in an organization. Different approaches to organizational design are presented, including the classical, task-technology, and environmental approaches. The relationship between human resources and other organizational functions like products, technology, and marketing are also discussed.
Communication is considered as a core part of an organization, dynamically differentiated as internal and external communications. Read on to understand the various ways of structuring communication for different hierarchies and networks.
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This document discusses formal and informal communication networks. Formal networks follow rigid vertical authority chains, are task-focused, and structure most modern organizations. Informal networks are free-flowing, can skip levels, satisfy social needs, and are more trusted by employees. Both network types are important for groups to function, with informal networks existing alongside and within formal structures. Understanding different network types facilitates effective communication within organizations.
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.
The document discusses organizational structure and different types of structures. It explains that an organizational structure determines relationships between functions and positions, delegates roles and responsibilities, and arranges lines of authority and communication. The main types of structures discussed are tall, flat, virtual, and boundaryless structures. Tall structures have many management levels while flat structures focus on empowering employees. Virtual structures use technology to connect people who interact electronically. Boundaryless structures are flexible and encourage integration.
Differences between Human Resources and Human CapitalXavier BARILLER
Understanding the differences between human resources and human capital.
Because there are differences!
Sometimes the words "human capital" are used instead of "human resources", because it sounds trendy.
But don't be duped!
They cover different realities, mindsets and different practices!
And this is what this presentation is about.
Enjoy!
This document discusses organizational structure and provides definitions and examples of key concepts. It defines organizational structure as how a group is formed and how communication and authority are channeled. It then discusses the importance of organizational structure for clarifying roles and responsibilities. The document contrasts formal and informal structures and describes centralized and decentralized structures. It also defines organizational charts and discusses types of charts including vertical, horizontal, and circular charts. The key concepts of authority, responsibility, delegation, and accountability are defined.
The document discusses key elements of organizational structure including work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. It describes common organization designs such as simple structures, bureaucracies, matrix structures, team structures, virtual organizations, and boundaryless organizations. The document also examines why organizational structures differ based on factors like strategy, size, technology, and environment. Finally, it discusses research findings on how aspects of organizational structure like work specialization and participative decision making impact employee behavior.
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.
This document discusses organizational structure and its key elements. It defines organizational structure as how job tasks are divided, grouped, and coordinated. It then identifies six key elements that define an organization's structure: (1) work specialization, (2) departmentalization, (3) chain of command, (4) span of control, (5) centralization/decentralization, and (6) formalization. It provides examples of common organizational designs like the simple structure, bureaucracy, and matrix structure. It also discusses new design options like team structures and virtual or boundaryless organizations.
Organization design involves identifying dysfunctional aspects of an organization's structure and realigning them to better achieve goals and objectives. It determines how work is specialized and divided among positions, how authority and responsibility are delegated through the chain of command, and the appropriate span of control for managers. Key elements of organization design include departmentalization, centralization vs decentralization of decision-making, and the level of formalization or standardization of jobs and rules. Common organization designs are functional, divisional, matrix, and team-based structures. The optimal design depends on factors like the organization's size, goals, environment, and business model.
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.
The document discusses organizational structure and design. It defines key terms like departmentalization, chain of command, span of control, and centralization. It also contrasts traditional mechanistic structures with organic structures and explains how contingency factors like strategy, size, and environment influence structure. Common traditional and contemporary designs are described, including functional, divisional, team, matrix, project, and boundaryless structures.
Chapter 10 Organizational Structure And Design Ppt10D
The document discusses organizational structure and design. It defines key terms like departmentalization, chain of command, span of control, and centralization. It also contrasts traditional mechanistic structures with organic structures and explains how contingency factors like strategy, size, and environment influence structure. Common structures discussed include functional, divisional, team, matrix, and virtual organizations.
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.
The document describes organizational design and departmentalization. It identifies common types of departmentalization including functional, product, territory, client, and time-based approaches. An effective organizational design considers leadership, decision-making structure, people, work processes and systems, and culture. Symptoms of an ineffective design include conflicting communications, low morale, reduced responsiveness, poor work flow, skill or resource gaps, unclear roles, excessive conflict, and lack of coordination.
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.
The document discusses various aspects of organizing and organizational structure. It defines organizing as the process of determining activities, arranging them into units, and assigning authority and responsibilities. It also discusses different types of organizational structures like functional, divisional, matrix structures. Some key points made are:
1) Organizing involves establishing objectives, identifying and grouping tasks, and delegating authority. The outcome is the organizational structure which can be formal or informal.
2) Common structures include functional (by department), divisional (by product/region), and matrix (combining functional and divisional).
3) Contemporary structures are less hierarchical and include virtual teams, network and boundaryless organizations with more flexible structures.
4
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.
This document discusses various topics related to organizing in modern organizations, including:
- Traditional organizational structures like functional, divisional, and matrix structures.
- Contemporary adaptive structures like boundaryless organizations, virtual organizations, and learning organizations.
- Trends like teleworking, flexible work, and global organizations that allow organizations to adapt to changing needs.
- Key elements of organizing like work specialization, departmentalization, chain of command and factors that influence organizational design choices.
The document discusses various concepts related to organizational structure and design including departmentalization, establishing reporting relationships, allocating authority, coordination activities, and basic forms of organizational design. It provides examples of different departmentalization approaches like functional, team-based, matrix, and network. It also outlines principles of organizational design such as division of labor, unity of command, and spans of control. Current issues organizations face include adapting to a changing environment and addressing workforce diversity and ethics.
Foundations of Organization Structure, Chapter 16-Organizational BehaviorDr.Amrinder Singh
Foundations of Organization Structure, Chapter 16-Organizational Behavior
This PPT is based on the Organizational Behavior Book Written By Stephen P. Robbins & Timothy A. Judge, Edition -12th, Publisher Pearson
Fundamentals of organizational structure pptSubhamMalik
The document discusses organizational structure and its key components. It describes 7 main components that determine structure: work specialization, departmentalization, hierarchy levels, chain of command, span of control, decision making regarding centralization and decentralization, and level of formalization. It provides examples of different types of departmentalization and discusses considerations for optimal organizational design such as functional vs. divisional vs. matrix structures.
This document discusses organizational structure and design. It covers key elements of organizational design like work specialization, departmentalization, chain of command, span of control, and centralization. Traditional organizational designs like functional, divisional, and simple structures are described. Contemporary designs include team structures, matrix structures, project structures, and boundaryless organizations. Challenges of designing organizations in today's environment are also noted.
CMQ/OE Certification Prep. Course - Part 1- Chapter 01| Video # 01EngHosamAbdAlGaleil
Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can have on an organization.
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CMQ/OE Certification Prep. Course - Part 1- Chapter 01| Video # 01EngHosamAbdAlGaleil
Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can have on an organization.
Click the QR code to watch the video
For more videos, contact us on Whatsapp: 002-01226354671
Global market segmentation identifies specific customer segments with similar characteristics and marketing needs. Variables used for segmentation include demographics, psychographics, behaviors, and benefits sought. Demographic segmentation can group customers based on variables like country income and population, age, ethnicity, and other factors. MTV's success demonstrates the power of segmentation and targeting specific customer groups globally and locally. Segmentation is the first step in the process of targeting specific customer segments for a company's marketing efforts.
The document discusses factors to consider for international promotion and advertising. It covers analyzing the marketing environment which includes economic, demographic, cultural, and political/legal factors. Cultural factors that influence advertising include language, tastes/traditions, values, and religion. The document also discusses the media infrastructure in different countries, advertising regulations that vary by country, and whether advertising should be standardized across countries or adapted locally. Some products are more suitable than others for standardized advertising globally due to factors like cultural differences, regulations, and market maturity in different regions. The best strategy may be to plan advertising globally but allow local adaptation and details to ensure it is effective in each local market.
This document discusses various pricing concepts and strategies that global managers must consider when setting prices internationally. It covers determining pricing objectives, estimating demand and costs, analyzing competitors, and selecting a final price. Key points include selecting objectives like market penetration or market skimming, using strategies like penetration pricing or target costing, accounting for factors like price elasticity, currency fluctuations, and government regulations. Pricing methods discussed are mark-up, target return, and value-based pricing. The document also covers international pricing policies, issues like dumping and gray markets, and terms of international sales.
Keegan 7thed- ch08- market entry strategiesTufail Ahmed
This document discusses various strategies for global marketing management and market entry. It outlines criteria for selecting foreign markets, such as market potential, market access, and product fit. It then describes different market entry strategies companies can take, including licensing, joint ventures, foreign direct investment, and wholly owned subsidiaries. Finally, it discusses strategies for expanding into new markets, such as seeking new country markets or pursuing global diversification.
Global marketing research keegan06 finalTufail Ahmed
This document provides an overview of global marketing information needs and systems. It discusses the importance of understanding markets to succeed globally, as demonstrated by Nestle's customization of products for Indian consumers. It also outlines the components of an effective global marketing information system, including identifying relevant subject areas to scan, different scanning modes, sources of market information like human contacts and direct perception, and formal market research processes and methods. The goal is to efficiently gather necessary information from around the world to support global marketing decisions.
This chapter discusses marketing channels and physical distribution. It defines channel objectives as creating utility for customers through place, time, form, and information utility. Distribution channels are made up of firms that add utility through physical flow of goods. Key channel members are distributors and agents. The chapter also covers consumer and industrial product channels, establishing direct and indirect channels, working with intermediaries, and global retailing strategies and challenges. It defines supply chain, logistics, and discusses physical distribution and transportation. The chapter concludes with a comparison of US and Japanese distribution channels for automobile parts.
This chapter discusses product and brand decisions in global marketing. It covers topics such as branding strategies, global brand development, product positioning, and new product development for global markets. The key strategic alternatives for global products are extension, adaptation, and creation. Choosing the right strategy depends on analyzing the product, market conditions, and costs. Successful companies focus on competitive global markets, recruit top talent, and rapidly bring new products to market.
Global marketers must understand local cultures to incorporate cultural insights into marketing plans. Culture includes both material and nonmaterial aspects like attitudes, beliefs, and values. These are shaped by social institutions like family, education, and religion. High- and low-context cultures differ in their communication and business practices. Hofstede's model analyzes cultures along dimensions like power distance, individualism vs collectivism, and masculinity vs femininity. Understanding these cultural dimensions helps marketers develop appropriate branding and messaging for different countries and regions.
The document discusses competency mapping and its importance for organizations. It defines competency as a set of behaviors that enable the identification, evaluation, and development of behaviors in individual employees. Competency mapping is the process of identifying key competencies for a company and its jobs. This allows organizations to establish competency frameworks for recruitment, performance management, promotions, and training. The document also discusses various methods for collecting competency data, including job analysis, behavioral interviews, surveys, and expert panels. It highlights both advantages and disadvantages of these different approaches.
Performance management and employee developmentTufail Ahmed
The document discusses personal development plans and 360-degree feedback systems. It explains that personal development plans aim to help employees improve their performance by planning their own development with manager guidance. Development plans specify performance improvement areas and activities. 360-degree feedback systems gather performance information from multiple sources to provide employees anonymous feedback to aid development rather than administrative purposes. The document outlines best practices for 360-degree feedback including ensuring anonymity, rater training, and using feedback for development only.
Gathering performance information overviewTufail Ahmed
This document discusses key aspects of performance appraisal forms and processes. It addresses sections that should be included in appraisal forms like basic employee information, objectives, competencies and achievements. It also covers characteristics of effective forms, who should provide ratings, and strategies for conducting appraisals. The document suggests that training programs for raters can help prevent rating distortions and increase the accuracy and effectiveness of performance appraisals.
Performance management systems measure both behaviors and results, with a focus on employee behaviors rather than outcomes alone. Behaviors can be evaluated on dimensions like contribution to coworker effectiveness. Factors like knowledge, skills, and motivation determine performance levels. Managers should understand the sources of any performance problems by analyzing an employee's knowledge and motivation levels in order to address deficiencies properly. Both task performance and contextual performance are important for organizational effectiveness.
Performance management is defined as an ongoing, iterative process that includes goal setting, communication, observation, and evaluation to support organizational success. It aims to align employee performance with organizational strategic goals. Key aspects of performance management include planning performance goals, executing work, assessing performance, reviewing performance, and renewing goals. The information gathered through performance management is used for salary administration, performance feedback, and identifying employee strengths and weaknesses.
This document discusses components of performance appraisal forms and processes. It describes key sections of appraisal forms such as employee information, objectives, competencies, achievements, and development plans. It also outlines desirable features like simplicity and comprehensiveness. The document examines strategies for determining overall performance ratings and discusses appropriate appraisal periods and meeting frequency. It analyzes sources of performance information like supervisors, peers, customers and considers how to address disagreement across sources. Finally, the document explores a model of rater motivation and how training programs can prevent rating distortion.
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Graphology is the study of handwriting analysis to determine personality traits and behaviors. Over 300 handwriting features are examined, such as slant, size, pressure, and spacing. An expert can analyze the combination of features and their interactions to understand how a person's writing reflects their character. Graphology has been used for centuries around the world and was formalized in the late 1800s to become the basis of modern handwriting analysis techniques. Professionals use it to provide additional insights into individuals for career guidance, counseling, and improving workplace relationships.
2. Meaning
Org design is concerned with making decisions about
the forms of coordination, control and motivation that
best fit the enterprise.
In making these decisions it is necessary to consider
external factors and internal factors of the enterprise.
It is intimately concerned with the way in which
decision making is centralised, shared or delegated
and with the way the enterprise is governed.
4. Management Functions
Designing organizational structures is part of organizing, one of the
four basic management functions.
Planning Organizing Leading Controlling
Lead to
Defining Determining Directing Monitoring Achieving the
goals, estab- what needs and moti- activities organization’s
lishing to be done, vating all to ensure stated
strategy, and how it will involved that they are purpose
developing be done, parties and accomplished
subplans to and who is resolving as planned
coordinate to do it conflicts
activities
5. Determinants of org design
Environment
Objectives or Mission
Strategy
Technology
People & culture
Age
Size
6. Components of org design
Centralisation
Complexity
Formalisation
Structure
Division of labour
Standardisation
Differentiation
Departmentalization
Span of control
7. Formalization - the degree Centralization - the degree
to which the organization to which decisions are
has official rules, made at the top of the
regulations and procedures organization
Hierarchy of Specialization -
Authority - the degree to
the degree of Basic which jobs are
vertical narrowly
differentiation Design defined and
across depend on
levels of
Dimensions unique
management expertise
Complexity - the degree to Standardization - the
which many different types degree to which work
of activities occur in the activities are accomplished
organization in a routine fashion
9. Centralisation
One of the important building blocks of org design is
the level of Centralistion or Decentralisation in
decision making.
Centralisation refers to the degree to which formal
authority for making discretionary choices is
concentrated in an individual, unit or level allowing
employees to work with minimal inputs.
In simple words, it refers to the extent to which
decision making lies at a single point in the org.
10. The hierarchical structure with centralised authority at
the top is based on command & control.
Top of the pyramid has the right to give command and
the subordinates have the duty to obey & follow.
Decentralisation:
It is the process of dispersing decision making closer to
people in the organisation.
Decentralization is the policy of delegating decision-
making authority down to the lower levels in an
organization.
A decentralized organization shows fewer tiers in the
organizational structure, wider span of control, and a
bottom-to-top flow of decision-making and flow of
ideas.
11. Centralisation vs. Decentralisation-
Advantages
Decentralisation
Centralistion
1. Greater flexibility
1. Uniformity of policies,
stds & actions. 2. Quick response to local
requirements.
2. Closer control
3. Top mgt focus on policy
3. Maxi eco of scale
issues
4. Eliminates duplication
4. Intra unit
5. Reduces risk in DM by communication
less skilled subordinates
5. On the job training.
6. Morale & commitment
7. Healthy competition
among units
12. Disadvantages
Centralisation Decentralisation
1. Much decision load on 1. Problems of control
top mgt. 2. Conflicts of goals &
2. Lack of initiative from interests among units
top mgt 3. Loss of economies of
3. No quick response to scale
local requirements. 4. Duplication of efforts
13. •Both has benefits and troubles to the organization.
•Manager has to bring a correct balance between
these two for effective decision making.
•Balance should be made in terms of long term
strategy making and short term flexibility and
innovation.
•As top mgt can concentrate on the former, middle
and lower managers can respond to quick changes in
the environment and be more flexible.
•Thus, leads to bringing a balance between
centralisation and decentralisation.
14. Complexity
Refers to degree of differentiation that exists within an
organisation.
It focuses on number of specific jobs, roles,
hierarchical levels etc in an org.
Complexity exists due to the grouping of the tasks.
It requires more process of managing control,
coordination and communication with all the sections
of task group.
Organisations can be complex in 3 ways:
15. 3 ways of org complexity
Horizontal :
Refers to the degree of differentiation between the units
in terms of nature of work, requirements of skills and
knowledge, employees orientation etc…
It can be seen in division of labour, departmentation and
functional specialisation.
Vertical :
Refers to the number of hierarchical levels which exist
between top and lowest level operators in the org.
Increase in vertical complexity leads to increase in
horizontal also.
Number of these levels can be determined by Span of
Control.
16. Spatial complexity
Refers to the degree to which the subunits & personnel
of an org are geographically separated.
Additional units in different locations create
additional requirements for control and coordination.
Eg: FMCG co, have their marketing divisions spread
across the country but production is done in one place.
Technology help such org to overcome the problem of
control and coordination.
17. Formalisation
Refers to the degree to which jobs in an org are
standardised.
Greater formalisation reduces the employees
discretion in dealing with their work.
Formalisation exists in the form of detailed rules,
meticulous work procedures & clear job descriptions.
By this org ensure that any input is handled in a std
manner to produce a uniform output.
But less stdzn mean less programmed jobs & provide
discretion to employees for work.
18. It benefits the org in following manner
Reduces variability of outputs.
It is the best way of dealing with complexity
Reduces the need for direct supervision and control.
Reduces the chances of committing mistakes at work.
Jobs can be handled by less experienced individuals
also.
19. Formalisation techniques
Selection & recruitment
Role or Job description
Rules & procedures
Training
Culture & Organisational socialisation
20. Implication of high formalisation
Factors High formal Low formal
Nature of task Routine Non routine
Nature of product Mass Customised
Output predictability High Low
Cause – effect reln High Low
Mgt philosophy Control & command Consensus &
commitment
Hierarchical level Low High
Functional depts Production Marketing / sales
21. Structure
Refers to the way various tasks, activities & roles are
grouped together and relate with each other.
It provides the basic framework for organisation to
work.
It establishes the relationship between various
components of org & provides coordination and
communication, decision making and control
mechanisms.
Based on the need of the org, structure can be
designed.
22. Types of org structure
Broadly speaking, there are two types of org structures.
They are
Mechanistic model
Organic model
24. Features of Mechanistic structure
High specialisation
Rigid departmentalisation
Clear chain of command
Narrow spans of control
Centralisation
High formalisation
25. Features of organic structures
Broad specialisation
Multi level, cross functional teams
Multi channel command
Wide span of control
Decentralisation
Low formalisation
26. Mechanistic Organic Boundaryless
Rigid hierarchical Collaboration (both vertical Collaboration (vertical,
relationships and horizontal) horizontal, customers,
suppliers, competitors)
High formalization Low formalization Low formalization
Top-down communication Informal communication Informal communication
Centralized decision Decentralized decision Decentralized decision
authority authority authority
Narrowly defined specialized Broadly defined flexible jobs Broadly defined flexible jobs
jobs
Emphasis on individuals Emphasis on teams Emphasis on teams that also
working independently may cross organization
boundaries
29. Division of labour
When total tasks are divided into smaller and simplified
units for the purpose of assigning responsibilities to
perform the job is called as Division of Labour.
As org become more complex, breaking the work into
various tasks become the norm.
Also called as specialistion, refers to the distribution of
formal duties among a number of positions.
Specialisation can be of two types:
1. Functional
2. Role
30. Division of labor:
• Makes efficient use of
employee skills
• Increases employee skills
through repetition
• Less between-job
downtime increases
productivity
• Specialized training is more
efficient
• Allows use of specialized
equipment
31. Advantages Disadvantages
High efficiency Routine tasks leading to
Low skill requirement monotony
Less time and cost in High cost of supervision
training Full potential not utilised
High standardisation Low job satisfaction
Uniform output Lack of identification with
total problems
No new challenges
Increased need for
coordination and control
32. •Refers to the extent to which jobs & procedures are
precisely & clearly defined.
• rules apply invariably.
•Jobs requiring adoption of different procedures
cannot be standardised.
•It can applied to tasks that are routine, problems that
can be analysed and decision can be programmed.
•Balancing the need for standardisation is complex
task for a manager.
•Discovering new ways of doing job needs mutual
adjustment but not standardisation is the slogan of
today’s orgs.
33. Differentiation
Horizontal differentiation often refers to the process of
departmentalistion.
Vertical differentiation refers to the levels in the
structure of an org.
Increased differentiation leads to greater complexity.
It also leads to distortion of communication, delay in
decision making and increased time lag for finishing
the tasks.
34. Departmentalization
What is it?
The process of grouping jobs according to some logical
arrangement.
Functional Departmentalization:
Grouping jobs involving the same or similar activities.
Product Departmentalization:
Grouping activities
around products or
product groups.
35. Ways to Departmentalisation
By function: arranging the business according to
what each section or department does
By product or activity: organising according to the
different products made
By area: geographical or regional structure
By customer: where different customer groups have
different needs
By process & market: where products have to go
through stages as they are made
36. Functional structure
This depends on the business type, size and
structure used
Let’s look at a
Chief Executive
Board of Directors
Production Marketing Accounts Personnel IT
37. Functional Structure
Advantages Disadvantages
Specialisation – each Closed communication
department focuses on could lead to lack
its own work of focus
Accountability – Departments can
become resistant
someone is responsible
to change
for the section
Coordination
Clarity – know your and may take too long
others’ roles Gap between top and
bottom
39. Organisation by Product/Activity
Advantages Disadvantages
Clear focus on market Duplication of functions
segment helps meet (e.g. different sales force
customers’ needs for each division)
Positive competition
Negative effects of
between divisions
competition
Better control as each
division can act as Lack of central control
separate profit centre over each separate
division
41. PRESIDENT
MANUFAC-
MARKETING RESEARCH FINANCE PLANNING PERSONNEL
TURING
LINE MANAGEMENT
VICE-PRESIDENT VICE-PRESIDENT VICE-PRESIDENT
DOMESTIC DOMESTIC INTERNATIONAL
DIVISION A DIVISION C DIVISION
VICE-PRESIDENT VICE-PRESIDENT
DOMESTIC DOMESTIC
DIVISION B DIVISION D
ASIA/PACIFIC EUROPE/MIDDLE
LATIN AMERICA STAFF
EAST/AFRICA
COUNTRY COUNTRY COUNTRY
SUBSIDIARIES SUBSIDIARIES SUBSIDIARIES
42. Organisation by Area
Advantages Disadvantages
Serve local needs better Conflict between local and
Positive competition central management
More effective Duplication of resources
communication between and functions
firm and local customers
43. PRESIDENT
CORPORATE STAFF
MANUFAC-
MARKETING RESEARCH FINANCE PLANNING PERSONNEL
TURING
LINE MANAGEMENT
AREA MANAGER AREA MANAGER
NORTH AMERICA EUROPE
AREA MANAGER
AREA MANAGER AREA MANAGER FAR EAST
LATIN AMERICA MIDDLE
EAST/AFRICA
Executives with total corporate and worldwide responsibilities. Corporate staff activities on a worldwide basis generally involve
policy matters, strategic planning, basic product planning, functional guidance to line geographic unit, and coordination of
activities between geographic units
Executives with line responsibility for all operations in a particular geographic area
45. Advantages and Disadvantages of the Matrix Approach:
Advantages Disadvantages
Efficient utilization of scarce, Employee frustration and
expensive specialists confusion as a result of the dual
Flexibility that allows new chain of command
projects to start quickly Conflict between product and
Development of cross-functional functional managers over
skills by employees deadlines and priorities
Increased employee involvement Too much time spent in meetings
in management decisions to coordinate decisions
affecting project or product
assignments
46. Establishing Reporting
Relationships – Span of control
What needs to be
clarified?
Chain of Command:
Clear and distinct lines of
authority among all positions
in an organization.
Span of Management:
What is it?
The number of people who
report to each manager.
47. Tall Versus Flat Organizations
What is the difference?
Flat organizational
structure leads to higher
levels of employee morale
and productivity.
Tall organizational
structures usually tend to
be more expensive
requiring more managers.
49. Factors Influencing the Span of
Management
Competence of supervisor
and subordinates.
Dispersion of subordinates.
Extent of non-supervisory
work.
Degree of required
supervision.
Extent of standard
procedures.
Similarity of tasks.
Frequency of new problems.
Preferences of supervision.
50. Flexibility
Design should be flexible enough to allow for
adaptation to changing demands of the environment.
Design based on narrow specialistion places
constraints on the flexibility in redeployment of HR.
Structure shd encourage innovation thro
rearrangement of org resources.
Structure shd change in response to environment and
the needs of the org as orgs cannot be static and
constant.