The document discusses different types of organizational structures including functional, divisional, matrix, network, and team structures. It provides details on the key characteristics of each structure and examples of companies that use each type. Functional structures divide the organization by functions while divisional structures divide by product, service, or geography. Matrix structures combine functional and divisional approaches. Network structures are less hierarchical and more decentralized and flexible. Team structures define small businesses and use horizontal and vertical teams.
the document is related to the various Techniques which are followed in TQM. The understanding of the above techniques are very much essential in order to understand the principles and the core topic of TQM ie, Total Quality Management.
cells are dedicated to produce similar products or a family of parts.
A manufacture cell produces parts, one at a time, following the sequence of the machines and operations in a lean flow.
It is an application of Group Technology in Manufacturing
the document is related to the various Techniques which are followed in TQM. The understanding of the above techniques are very much essential in order to understand the principles and the core topic of TQM ie, Total Quality Management.
cells are dedicated to produce similar products or a family of parts.
A manufacture cell produces parts, one at a time, following the sequence of the machines and operations in a lean flow.
It is an application of Group Technology in Manufacturing
Facility Location Planning
What is facility location ?
Operations Strategies for Multiple Facilities
Factors affecting Facility Location Planning
Dimensional Analysis
Brown and Gibson Model for Site location
Locating Foreign Operations Facilities
U-Spring: 2016 Corporate University Global Survey ResultsBPI group
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360 degree feedback OD interventions - Organizational Change and Development...manumelwin
It is feedback that comes from members of an employee's immediate work circle.
Most often, 360-degree feedback will include direct feedback from an employee's subordinates, peers (colleagues), and supervisor(s), as well as a self-evaluation.
Negotiation sub process unit -2 mukul guptaHR Mukul Gupta
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Perception
Cognition
Cognition Bias
Framing
How People communicate in Negotiation
What people communicate in Negotiation
Codified vs. Personalized – A Vertical Approach to the Dilemma of the Knowled...Karsten Jahn
Software process improvement is a huge practical concern in software companies today and it has consequently been addressed in much research. A part of this research has applied a knowledge management perspective. Researchers pointed out that basically two different strategies exist: Personalization, which puts the focus on the people and their collaboration, and on the other side codification, which focuses on documents and their accessibility. It has been shown that mixtures are difficult to maintain and 80-20 shares between the two strategies are preferred. In our research we have studied knowledge processes in a software company and identified a number of problems there. We have built a prototype to alleviate some of these. The prototype supports different knowledge management strategies at different organizational levels (e.g., software managers and software developers). The prototype consists of a wiki and an enterprise system. We show how each system focuses on one of the strategies and describe the differences for tool support in the strategies, why a combination could be beneficial and how the connection between the two different parts of the prototype works. From this study we then conclude that an equally distributed knowledge management strategy between personalized and codified is applicable and can be supported in a prototype.
Facility Location Planning
What is facility location ?
Operations Strategies for Multiple Facilities
Factors affecting Facility Location Planning
Dimensional Analysis
Brown and Gibson Model for Site location
Locating Foreign Operations Facilities
U-Spring: 2016 Corporate University Global Survey ResultsBPI group
Results of BPI group's 2016 global survey on corporate universities and new methods of organizational learning. Join us in reimagining the corporate university!
360 degree feedback OD interventions - Organizational Change and Development...manumelwin
It is feedback that comes from members of an employee's immediate work circle.
Most often, 360-degree feedback will include direct feedback from an employee's subordinates, peers (colleagues), and supervisor(s), as well as a self-evaluation.
Negotiation sub process unit -2 mukul guptaHR Mukul Gupta
It has everything from unit-2 of Negotiation & Counselling as per AKTU syllabus of MBA - 2nd year of HR Elective Subject..
Perception
Cognition
Cognition Bias
Framing
How People communicate in Negotiation
What people communicate in Negotiation
Codified vs. Personalized – A Vertical Approach to the Dilemma of the Knowled...Karsten Jahn
Software process improvement is a huge practical concern in software companies today and it has consequently been addressed in much research. A part of this research has applied a knowledge management perspective. Researchers pointed out that basically two different strategies exist: Personalization, which puts the focus on the people and their collaboration, and on the other side codification, which focuses on documents and their accessibility. It has been shown that mixtures are difficult to maintain and 80-20 shares between the two strategies are preferred. In our research we have studied knowledge processes in a software company and identified a number of problems there. We have built a prototype to alleviate some of these. The prototype supports different knowledge management strategies at different organizational levels (e.g., software managers and software developers). The prototype consists of a wiki and an enterprise system. We show how each system focuses on one of the strategies and describe the differences for tool support in the strategies, why a combination could be beneficial and how the connection between the two different parts of the prototype works. From this study we then conclude that an equally distributed knowledge management strategy between personalized and codified is applicable and can be supported in a prototype.
MBA Intern-ship Making of Digital Marketing ERPHarnoor Singh
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This was part of assignment i had in my college. It was very nice experience. We went through all phases of SDLC and developed a prototype and final proposal.
Organizational Structure Running A Successful BusinessSeta Wicaksana
Every company needs an organizational structure—whether they realize it or not.
The organizational structure is how the company delegates roles, responsibilities, job functions, accountability, and decision-making authority.
The organizational structure often shows the “chain of command” and how information moves within the company.
Have an organizational structure that aligns with your company’s goals and objectives.
This article describes the various organizational structures, the benefits of creating one for your business, and specific elements that should be included.
A presentation which discusses the basics of organizational structure. Created as a teaching resource for Organizational Behaviour unit of Pearson HND Business Management Program.
The Project Organization Structure is an enterprise environmental factor that plays an important role in determining the way, in which the organization and Project Manager perform.
Chapter 6 Structuring for ImprovementObjectives .docxketurahhazelhurst
Chapter 6: Structuring for
Improvement
Objectives
• Understand the need to differentiate work roles
and tasks and different ways to achieve this goal.
• Appreciate the need to integrate work roles and
tasks.
• Be familiar with structural contingency theory.
• Be able to discuss different types of structures
(simple, machine bureaucracy, professional
bureaucracy, organic, and mechanistic).
• Understand structuring options that promote
organizational improvement.
Outline
• Dimensions of Organizational Structure
• Balancing Differentiation and Integration
• Structural Contingency Theory
• Types of Structures
• Structuring for Improvement and Value
Dimensions of Organizational
Structure
• Two dimensions of structure:
– Differentiation: the degree to which tasks and
workers are separated into different subunits.
– Integration: the degree to which seamless
coordination is achieved among subunits of a
system.
• Managers balance the need to split activities into
separate components and put them back in the
form of an integrated product.
Value of Differentiation
• Differentiation allows organizations to benefit from
specialization.
– This occurs when workers develop extensive
knowledge and experience around one particular
task or activity.
• Organizations make long-term decisions about
differentiation that are reflected in job descriptions
and the groupings of tasks and workers on an
organization chart.
– These decisions form the skeleton of an
organization or unit.
Ways to Differentiate
• Employees are typically assigned to units based
on the skill or knowledge that they bring to the
work setting.
• Example: If a clinic adds staff to handle
scheduling, billing, or custodial, the level of
differentiation increases.
• In a highly differentiated group or unit, workers’
tasks are specialized. One may clean rooms while
another stocks supplies. One may greet and
prepare customers for various services.
Who Must Worry About Integration?
• Units that are highly differentiated need to pay
attention to integration so all parts work toward a
joint goal.
• In small organizations that use routine and stable
technology, integration may not be a big issue.
• Example: the delivery of clinic services in a
community health setting calls for integrating the
activities of multiple clinical and clerical staff.
Ways to Integrate
• Aggregate all workers producing a particular
product, program, or service.
– Health care delivery facilities are often structured
around service lines such as Oncology.
– Product grouping satisfies a need to integrate
departments around a single product or service.
• Divisional groupings based on client categories
or geographic area.
– Helps organizations be more responsive to
particular groups of consumers.
Balance Differentiation and Integration
• Managers balance differentiation with
integration when structuring organizations.
• Struct ...
from this presentation you will easily understand about organization,organizational structure, types of organizational structures (tall,flat,virtual and boundary less organizational structures) plus features,importance and purpose of organizational structures,
departmentalization and its form
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
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June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
2. The organizational structure of an organization
tells you the character of an organization and the
values it believes in.
Organizational structure is a pattern or
arrangement of jobs and groups of jobs within
an organization.
3. A social unit of people, systematically structured
and managed to meet a need or to pursue
collective goals on a continuing basis.
Definition
4. Six key elements
• Work specialization
• Departmentalization
• Chain of command
• Span of control
• Centralization and decentralization
• Formalization
6. Functional
• The organization is divided into
segments based on the functions
when managing.
• Advantage: Successful in large
organization that produces high
volumes of products at low costs.
• Disadvantage: Communication
between the functional groups is
not effective then, organization
may find it difficult to achieve
some organizational objectives at
the end.
7. Divisional
• Organizations divide the functional
areas of the organization to
divisions. Each division is equipped
with its own resources in order to
function independently.
• Divisions can be defined based on
the geographical basis,
products/services basis, or any
other measurement.
• Example: General Electrics. It can
have microwave division, turbine
division, etc., and these divisions
have their own marketing teams,
finance teams, etc.
8. Matrix
• When it comes to matrix structure,
the organization places the
employees based on the function
and the product.
• The matrix structure gives the best
of the both worlds of functional and
divisional structures.
• The company uses teams to
complete tasks
• The teams are formed based on the
functions they belong to and
product they are involved in
9. Network
• The network structure is a newer
type of organizational structure
viewed as less hierarchical (i.e.,
more "flat"), more decentralized,
and more flexible than other
structures.
• In a network structure, managers
coordinate and control relationships
that are both internal and external
to the firm.
• The concept underlying the network
structure is the social network—a
social structure of interactions.
Open communication and reliable
partners (both internally and
externally) are key components of
social networks.
• Disadvantage: More fluid structure
can lead to more complex relations
in the organization.
10. Team
• Newest organizational structures
developed in the 20th century
is team and the related concept of
team development or team building.
• In small businesses, the team
structure can define the entire
organization. Teams can be both
horizontal and vertical.
• While an organization is constituted
as a set of people who synergize
individual competencies to achieve
newer dimensions, the quality of
organizational structure revolves
around the competencies of teams in
totality
• Used by:- Xerox, Motorola, and
DaimlerChrysler
11. Other Structures
• Virtual organization is defined as being closely coupled
upstream with its suppliers and downstream with its
customers such that where one begins and the other ends
means little to those who manage the business processes
within the entire organization.
• The virtual organization exists within a network of alliances,
using the Internet. This means while the core of the
organization can be small but still the company can operate
globally be a market leader in its niche.
• According to Anderson, because of the unlimited shelf space
of the Web, the cost of reaching niche goods is falling
dramatically. Although none sell in huge numbers, there are
so many niche products that collectively they make a
significant profit, and that is what made highly innovative
Amazon.com so successful
12. Bureaucratic Structures
• Bureaucratic structures maintain strict hierarchies when it comes to people
management. There are three types of bureaucratic structures:
• 1 - Pre-bureaucratic structures This type of organizations lacks the
standards. Usually this type of structure can be observed in small scale,
start-up companies. Usually the structure is centralized and there is only
one key decision maker.
• The communication is done in one-on-one conversations. This type of
structures is quite helpful for small organizations due to the fact that the
founder has the full control over all the decisions and operations.
• 2 - Bureaucratic structures These structures have a certain degree of
standardization. When the organizations grow complex and large,
bureaucratic structures are required for management. These structures are
quite suitable for tall organizations.
• 3 - Post-bureaucratic Structures The organizations that follow post-
bureaucratic structures still inherit the strict hierarchies, but open to more
modern ideas and methodologies. They follow techniques such as total
quality management (TQM), culture management, etc.
Editor's Notes
Summary
Organizational structure defines how job tasks are formally divided, grouped, and coordinated. Work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization are components which determine organizational structure.
Work specialization or division of labour is the degree to which activities in the organization are subdivided into separate jobs. Work specialization creates efficiency and productivity, but can also result in boredom, fatigue, stress, low productivity, poor quality, increased absenteeism, and high turnover. The trend towards specialization has been altered by the realization that productivity may be increased by enlarging the scope of job activities.
Departmentalization is the basis by which jobs are grouped together. Organizations may be departmentalized by function, product, geography, process, or customer. Functional departmentalization groups activities by the functions performed, such as engineering, accounting, or personnel. Organizations using product departmentalization have separate departments or divisions devoted to a product or product line. Many sales and retail operations are departmentalized by geography or territory. In process departmentalization, each department specializes in a specific phase of the production process. Finally, customer departmentalization organizes along customer markets. Many large organizations use all of the forms of departmentalization.
The chain of command is an unbroken line of authority that extends from the top of the organization to the lowest level and clarifies who reports to whom. The concept of chain of command is related to the concepts of authority and unity-of-command. Authority refers to the right of a manager to give orders and expect them to be obeyed. The unity-of-command principle states that a person should have only one supervisor to whom he or she is directly responsible.
Span of control refers to the number of employees that can be directed by one manager. Narrow spans of control allow for close control, while wider spans of control reduce costs, speed up decision making, increase flexibility, and empower employees. The ideal span of control will depend upon the situation.
Centralization is the degree to which decision making is concentrated at a single point in the organization. In a centralized organization, top management makes the key decisions with little or no input from lower-level personnel. In contrast, decentralized organizations allow lower-level personnel or provide input or actually make decisions. The recent trend has been towards decentralization.
Finally, formalization refers to the degree to which jobs within the organization are standardized. If a job is highly formalized, individual employees have a minimum amount of discretion over what is to be done, when it is to be done, or how it is to be done. The degree of formalization can vary widely between organizations and within organizations.
Advantage: The low cost can be achieved by such companies due to the efficiencies within functional groups.
. In that sense, each division can be considered as a micro-company with the main organization
Proponents argue that the network structure is more agile than other structures. Because it is decentralized, a network organization has fewer tiers, a wider span of control, and a bottom-up flow of decision making and ideas.
A special form of boundary less organization is virtual. Hedberg, Dahlgren, Hansson, and Olve (1999) consider the virtual organization as not physically existing as such, but enabled by software to exist.