Organizational behavior and design can be summarized in 3 points:
1. Organizational design refers to how managers structure organizations to achieve goals through elements like task allocation, reporting relationships, and departmentalization. Common designs include functional, divisional, matrix, and hybrid forms.
2. Organizational behavior studies human behavior, attitudes, and performance in organizations. It draws from disciplines like psychology, sociology, and anthropology.
3. Managers perform functions like planning, organizing, leading, and controlling. Their roles can be informational, interpersonal, and decisional. Organizational behavior aims to improve outcomes like productivity, turnover, effectiveness, and job satisfaction.
The document provides an overview of organizational design and structure. It discusses key concepts such as departmentalization, establishing reporting relationships, allocating authority, and the basic forms of organizational design. Specifically, it addresses:
1) The importance of organizational design in enabling groups to coordinate resources and activities to produce value. Different approaches to departmentalization and their advantages and disadvantages are examined.
2) The need to establish clear reporting relationships to clarify lines of authority and responsibility within the organizational structure.
3) How authority is allocated through concepts like line and staff authority, and functional authority. Line authority flows down the chain of command while staff authority allows advising those with line authority.
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.
Organizational structure refers to how tasks are divided, grouped and coordinated within an organization. There are two fundamental processes in organizational structure - division of labor, which divides work into jobs, and coordination, which involves integrating work activities. An organizational structure has four main elements - span of control, which is the number of direct reports; centralization, which is the concentration of decision making; formalization, which are standardized rules and policies; and departmentalization, which is how employees are grouped. Common types of departmentalization include functional, divisional, matrix and team-based structures.
The document discusses organizational design and outlines several key points:
1) It contrasts mechanistic and organic organizational structures and explains how factors like strategy, size, technology, and environment affect design.
2) It describes common traditional designs like simple, functional, and divisional structures and contemporary designs like team, matrix, project, virtual and boundaryless organizations.
3) A learning organization is defined as having the capacity for continuous learning, adaptation and change through knowledge sharing, team-based structures and a supportive culture.
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.
This document discusses organizational structure and behavior. It defines organizational structure as the formal divisions, groupings, and coordination of job tasks within an organization. The key elements of organizational structure are identified as work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Different organizational designs like the simple structure, bureaucracy, team structure, and virtual organization are also summarized. The document then introduces organizational behavior as the study of how individuals and groups act within organizations. Interpersonal skills that are important for interacting with others are listed as well.
This presentation is about how organising is an impotant function in creating sound Organisation Structure. It compares the merits and demerits of various organisation structures.
The document provides an overview of organizational design and structure. It discusses key concepts such as departmentalization, establishing reporting relationships, allocating authority, and the basic forms of organizational design. Specifically, it addresses:
1) The importance of organizational design in enabling groups to coordinate resources and activities to produce value. Different approaches to departmentalization and their advantages and disadvantages are examined.
2) The need to establish clear reporting relationships to clarify lines of authority and responsibility within the organizational structure.
3) How authority is allocated through concepts like line and staff authority, and functional authority. Line authority flows down the chain of command while staff authority allows advising those with line authority.
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.
Organizational structure refers to how tasks are divided, grouped and coordinated within an organization. There are two fundamental processes in organizational structure - division of labor, which divides work into jobs, and coordination, which involves integrating work activities. An organizational structure has four main elements - span of control, which is the number of direct reports; centralization, which is the concentration of decision making; formalization, which are standardized rules and policies; and departmentalization, which is how employees are grouped. Common types of departmentalization include functional, divisional, matrix and team-based structures.
The document discusses organizational design and outlines several key points:
1) It contrasts mechanistic and organic organizational structures and explains how factors like strategy, size, technology, and environment affect design.
2) It describes common traditional designs like simple, functional, and divisional structures and contemporary designs like team, matrix, project, virtual and boundaryless organizations.
3) A learning organization is defined as having the capacity for continuous learning, adaptation and change through knowledge sharing, team-based structures and a supportive culture.
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.
This document discusses organizational structure and behavior. It defines organizational structure as the formal divisions, groupings, and coordination of job tasks within an organization. The key elements of organizational structure are identified as work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Different organizational designs like the simple structure, bureaucracy, team structure, and virtual organization are also summarized. The document then introduces organizational behavior as the study of how individuals and groups act within organizations. Interpersonal skills that are important for interacting with others are listed as well.
This presentation is about how organising is an impotant function in creating sound Organisation Structure. It compares the merits and demerits of various organisation structures.
The document discusses various approaches to organizational structure including functional, divisional, matrix, team-based, network, and virtual structures. It provides details on each approach's key characteristics and advantages and disadvantages. The learning objectives are to understand fundamental concepts of organizing like work specialization and chain of command, and to explain when different structural approaches should be used.
The document discusses organizational change, defining it as the process by which an organization moves from its current state to a desired future state in order to increase effectiveness. It identifies internal and external forces that drive change, such as changing technology, competition, and social/legal pressures. The document also summarizes models of organizational change, including Lewin's three-step model of unfreezing, moving, and refreezing. It discusses strategies for managing resistance to change, like communication, training, employee involvement, and negotiation.
This document discusses organizational structure and design. It defines organizational structure as how a company's hierarchy, departments, and information flow are arranged. An organizational structure determines who makes decisions, how job tasks are divided and coordinated, and how information is distributed. The document then examines different types of organizational structures like functional, line, geographic, product, and matrix structures. It also discusses important considerations for organizational design like job design, departmentalization, span of control, and delegation of authority.
Organizational diagnosis is a process to identify gaps between a company's current and desired performance in order to help it achieve its goals. The process involves gathering data through methods like interviews, observations, and questionnaires, analyzing the information, and providing feedback to identify strengths, opportunities, and problems. It is important to have clear expectations and roles defined between the client and consultant to facilitate open communication and ensure useful data is collected. Various techniques can be used in analysis, such as force field analysis, which balances the forces for and against decisions to help strengthen supportive forces and reduce opposition.
This document discusses decision support systems (DSS) and online analytical processing (OLAP). It defines DSS as interactive computer systems that help managers make decisions, using tools like analytical models, databases, and modeling processes. OLAP enables examining and manipulating large amounts of consolidated data from different perspectives. Both DSS and OLAP support analysis of operational data, markets, sales, and customers to help with decisions around pricing, forecasting, and risk.
The document provides an overview of organizing as a management function. It discusses key concepts related to organizing such as formal and informal organization, organization charts, different types of organization structures including functional, divisional, team, matrix, and learning structures. The purposes and importance of organizational design are explained. Specifically, the document discusses how organizational design involves decisions around work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Advantages and disadvantages of different organizational structures such as tall vs flat structures are also compared.
The document discusses different types of organizational structures. It describes line organization, functional organization, line and staff organization, committee organization, matrix organization, virtual organization, cellular organization, team organization, boundaryless organization, and inverted pyramid organization. It provides details on the key characteristics, advantages, and disadvantages of each structure.
This document discusses decision making. It defines decision making as identifying and selecting a course of action to solve problems. The key aspects covered include:
- The importance of decision making for achieving objectives, optimizing resources, and improving efficiency and employee motivation.
- The process of decision making, which involves identifying the problem, analyzing alternatives, selecting the best solution, implementing it, and ensuring feedback.
- Techniques for both programmed and non-programmed decision making, including linear programming, decision trees, brainstorming, and quality circles.
- The relationship between planning and decision making, with decision making being core to planning and plans requiring decisions.
The document defines organizational structure and organizational design. It discusses the key elements of organizational design including work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. It then covers the purposes of organizing and different types of departmentalization. The document also discusses mechanistic versus organic organizational structures and how contingency factors like strategy, size, technology, and environmental uncertainty influence organizational design decisions.
The document discusses organizational communication and behavior. It defines communication, explores the importance of good communication in organizations, and examines communication processes, issues, barriers, and networks. It also analyzes new communication technologies, how they affect behavior, and defensive versus non-defensive communication styles. Key topics covered include the definition of communication, importance of communication for efficiency, quality and innovation, verbal and nonverbal communication, formal and informal communication networks, and technological advances in organizational communication.
Organizational structure by Aijaz AryanAijaz Aryan
This document discusses different types of organizational structures. It describes line organization as having clear lines of authority with managers having direct control over subordinates. A line and staff organization adds specialist staff managers who advise but do not command line managers. Functional organization groups activities by specialized functions like production and marketing. Divisional structure divides a large organization into autonomous business units. Matrix structure uses a combination of functional and project-based authority. The document also discusses departmentation, or dividing organizations into departments based on factors like functions, products, territories, customers, and processes.
Organizational culture is defined as the shared meanings, values, and beliefs of members within an organization. It distinguishes one organization from others and influences employee behavior. Strong cultures provide benefits like consistency and commitment but can also lead to inflexibility and resistance to change. National culture differs from organizational culture in its level of impact on employees and origins from consistency in practices rather than values. An organization's culture defines its identity, provides a sense of purpose, and facilitates commitment among members.
The document provides an overview of organizing and staffing concepts in management. It defines organizing as arranging work to accomplish goals and includes principles of organization like objectives and specialization. It also discusses types of organization structures like functional, line and staff. Staffing involves acquiring and retaining qualified employees and its elements include recruitment, selection, training and performance appraisal. Recruitment is the process of attracting job candidates while selection involves evaluating candidates and hiring.
1. Organizational learning is a process that enables organizations to better use the knowledge of their members to make business decisions.
2. It involves facilitating collaboration within the organization to encourage continuous improvement, empowering members to work as a cohesive team.
3. Key aspects of implementing organizational learning include encouraging lifelong learning, implementing team learning, and using increased knowledge to create new opportunities.
This chapter discusses organizational change and stress management. It identifies common forces that drive organizational change, such as changes in technology, competition, and social/political trends. The chapter outlines different approaches to managing change, including Lewin's three-step model of unfreezing, moving, and refreezing. It also discusses sources of resistance to change and tactics for overcoming resistance, such as participation and communication. Additionally, the chapter defines stress and its potential sources, and examines individual and organizational approaches for managing stress.
1) A system is made up of interrelated parts that work together as a unified whole. An organization is a system with subsystems and parts that are mutually dependent.
2) An organization can be viewed as an open system that interacts with its external environment by taking in inputs and transforming them into outputs. Key aspects of an open system include inputs, transformation processes, outputs, and feedback.
3) The seven factors model describes seven interrelated factors - strategy, structure, systems, style, staff, skills, and shared values - that determine how a corporation operates and should be considered by managers for successful implementation of strategies.
Individual differences refer to unique characteristics that make people different from one another, such as physical traits, interests, values, and personality. No two people are exactly the same. Individual differences can be identified through biographical factors like age, gender, and tenure, as well as abilities like intellectual and physical capabilities. Age, gender, and tenure have been studied in relation to job performance, attitudes, productivity, absenteeism, and turnover. Abilities depend on traits like strength, flexibility, reasoning skills, and coordination, which vary between individuals. Understanding these differences provides insight into people's capabilities.
The document discusses various theories of leadership including trait, behavioral, and contingency theories. It outlines different leadership styles like autocratic, democratic, and laissez-faire. Additionally, it distinguishes between transactional and transformational leadership and explores the differences between management and leadership.
The document discusses organizational change and the factors that drive it. It defines organizational change as change that impacts how work is performed and significantly affects staff. Change can be driven by internal pressures like declining effectiveness or external forces such as changes in regulations, technology, the economy, competition, or social trends. Effective change management is important for guiding an organization's transition from its current state to a desired future state in a structured way that helps employees accept and embrace the changes.
The document discusses various topics related to organizational behavior and personality psychology including:
1) A study group consisting of 6 members and frameworks for analyzing learning, perception, personality, and motivation.
2) Factors that influence organizational culture like shared values, stories, and heroes.
3) Approaches to organizational structure like scientific management, bureaucracy, and the Hawthorne studies.
4) Models of individual behavior including stimulus-response models and trait theories of personality.
Organizational behavior is the field that studies how individuals, groups, and structures affect behavior within organizations. It aims to apply this knowledge to improve organizational effectiveness. Individual behavior can be understood through three models: the basic model, S-R model, and MARS model. The historical evolution of organizational behavior includes scientific management, bureaucratic, and Hawthorne studies approaches. Organizational behavior integrates factors to provide a simple understanding of human behavior at interpersonal, group, inter-group, and organizational levels.
The document discusses various approaches to organizational structure including functional, divisional, matrix, team-based, network, and virtual structures. It provides details on each approach's key characteristics and advantages and disadvantages. The learning objectives are to understand fundamental concepts of organizing like work specialization and chain of command, and to explain when different structural approaches should be used.
The document discusses organizational change, defining it as the process by which an organization moves from its current state to a desired future state in order to increase effectiveness. It identifies internal and external forces that drive change, such as changing technology, competition, and social/legal pressures. The document also summarizes models of organizational change, including Lewin's three-step model of unfreezing, moving, and refreezing. It discusses strategies for managing resistance to change, like communication, training, employee involvement, and negotiation.
This document discusses organizational structure and design. It defines organizational structure as how a company's hierarchy, departments, and information flow are arranged. An organizational structure determines who makes decisions, how job tasks are divided and coordinated, and how information is distributed. The document then examines different types of organizational structures like functional, line, geographic, product, and matrix structures. It also discusses important considerations for organizational design like job design, departmentalization, span of control, and delegation of authority.
Organizational diagnosis is a process to identify gaps between a company's current and desired performance in order to help it achieve its goals. The process involves gathering data through methods like interviews, observations, and questionnaires, analyzing the information, and providing feedback to identify strengths, opportunities, and problems. It is important to have clear expectations and roles defined between the client and consultant to facilitate open communication and ensure useful data is collected. Various techniques can be used in analysis, such as force field analysis, which balances the forces for and against decisions to help strengthen supportive forces and reduce opposition.
This document discusses decision support systems (DSS) and online analytical processing (OLAP). It defines DSS as interactive computer systems that help managers make decisions, using tools like analytical models, databases, and modeling processes. OLAP enables examining and manipulating large amounts of consolidated data from different perspectives. Both DSS and OLAP support analysis of operational data, markets, sales, and customers to help with decisions around pricing, forecasting, and risk.
The document provides an overview of organizing as a management function. It discusses key concepts related to organizing such as formal and informal organization, organization charts, different types of organization structures including functional, divisional, team, matrix, and learning structures. The purposes and importance of organizational design are explained. Specifically, the document discusses how organizational design involves decisions around work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Advantages and disadvantages of different organizational structures such as tall vs flat structures are also compared.
The document discusses different types of organizational structures. It describes line organization, functional organization, line and staff organization, committee organization, matrix organization, virtual organization, cellular organization, team organization, boundaryless organization, and inverted pyramid organization. It provides details on the key characteristics, advantages, and disadvantages of each structure.
This document discusses decision making. It defines decision making as identifying and selecting a course of action to solve problems. The key aspects covered include:
- The importance of decision making for achieving objectives, optimizing resources, and improving efficiency and employee motivation.
- The process of decision making, which involves identifying the problem, analyzing alternatives, selecting the best solution, implementing it, and ensuring feedback.
- Techniques for both programmed and non-programmed decision making, including linear programming, decision trees, brainstorming, and quality circles.
- The relationship between planning and decision making, with decision making being core to planning and plans requiring decisions.
The document defines organizational structure and organizational design. It discusses the key elements of organizational design including work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. It then covers the purposes of organizing and different types of departmentalization. The document also discusses mechanistic versus organic organizational structures and how contingency factors like strategy, size, technology, and environmental uncertainty influence organizational design decisions.
The document discusses organizational communication and behavior. It defines communication, explores the importance of good communication in organizations, and examines communication processes, issues, barriers, and networks. It also analyzes new communication technologies, how they affect behavior, and defensive versus non-defensive communication styles. Key topics covered include the definition of communication, importance of communication for efficiency, quality and innovation, verbal and nonverbal communication, formal and informal communication networks, and technological advances in organizational communication.
Organizational structure by Aijaz AryanAijaz Aryan
This document discusses different types of organizational structures. It describes line organization as having clear lines of authority with managers having direct control over subordinates. A line and staff organization adds specialist staff managers who advise but do not command line managers. Functional organization groups activities by specialized functions like production and marketing. Divisional structure divides a large organization into autonomous business units. Matrix structure uses a combination of functional and project-based authority. The document also discusses departmentation, or dividing organizations into departments based on factors like functions, products, territories, customers, and processes.
Organizational culture is defined as the shared meanings, values, and beliefs of members within an organization. It distinguishes one organization from others and influences employee behavior. Strong cultures provide benefits like consistency and commitment but can also lead to inflexibility and resistance to change. National culture differs from organizational culture in its level of impact on employees and origins from consistency in practices rather than values. An organization's culture defines its identity, provides a sense of purpose, and facilitates commitment among members.
The document provides an overview of organizing and staffing concepts in management. It defines organizing as arranging work to accomplish goals and includes principles of organization like objectives and specialization. It also discusses types of organization structures like functional, line and staff. Staffing involves acquiring and retaining qualified employees and its elements include recruitment, selection, training and performance appraisal. Recruitment is the process of attracting job candidates while selection involves evaluating candidates and hiring.
1. Organizational learning is a process that enables organizations to better use the knowledge of their members to make business decisions.
2. It involves facilitating collaboration within the organization to encourage continuous improvement, empowering members to work as a cohesive team.
3. Key aspects of implementing organizational learning include encouraging lifelong learning, implementing team learning, and using increased knowledge to create new opportunities.
This chapter discusses organizational change and stress management. It identifies common forces that drive organizational change, such as changes in technology, competition, and social/political trends. The chapter outlines different approaches to managing change, including Lewin's three-step model of unfreezing, moving, and refreezing. It also discusses sources of resistance to change and tactics for overcoming resistance, such as participation and communication. Additionally, the chapter defines stress and its potential sources, and examines individual and organizational approaches for managing stress.
1) A system is made up of interrelated parts that work together as a unified whole. An organization is a system with subsystems and parts that are mutually dependent.
2) An organization can be viewed as an open system that interacts with its external environment by taking in inputs and transforming them into outputs. Key aspects of an open system include inputs, transformation processes, outputs, and feedback.
3) The seven factors model describes seven interrelated factors - strategy, structure, systems, style, staff, skills, and shared values - that determine how a corporation operates and should be considered by managers for successful implementation of strategies.
Individual differences refer to unique characteristics that make people different from one another, such as physical traits, interests, values, and personality. No two people are exactly the same. Individual differences can be identified through biographical factors like age, gender, and tenure, as well as abilities like intellectual and physical capabilities. Age, gender, and tenure have been studied in relation to job performance, attitudes, productivity, absenteeism, and turnover. Abilities depend on traits like strength, flexibility, reasoning skills, and coordination, which vary between individuals. Understanding these differences provides insight into people's capabilities.
The document discusses various theories of leadership including trait, behavioral, and contingency theories. It outlines different leadership styles like autocratic, democratic, and laissez-faire. Additionally, it distinguishes between transactional and transformational leadership and explores the differences between management and leadership.
The document discusses organizational change and the factors that drive it. It defines organizational change as change that impacts how work is performed and significantly affects staff. Change can be driven by internal pressures like declining effectiveness or external forces such as changes in regulations, technology, the economy, competition, or social trends. Effective change management is important for guiding an organization's transition from its current state to a desired future state in a structured way that helps employees accept and embrace the changes.
The document discusses various topics related to organizational behavior and personality psychology including:
1) A study group consisting of 6 members and frameworks for analyzing learning, perception, personality, and motivation.
2) Factors that influence organizational culture like shared values, stories, and heroes.
3) Approaches to organizational structure like scientific management, bureaucracy, and the Hawthorne studies.
4) Models of individual behavior including stimulus-response models and trait theories of personality.
Organizational behavior is the field that studies how individuals, groups, and structures affect behavior within organizations. It aims to apply this knowledge to improve organizational effectiveness. Individual behavior can be understood through three models: the basic model, S-R model, and MARS model. The historical evolution of organizational behavior includes scientific management, bureaucratic, and Hawthorne studies approaches. Organizational behavior integrates factors to provide a simple understanding of human behavior at interpersonal, group, inter-group, and organizational levels.
1. Organizational behavior (OB) is the study of how individuals, groups, and structures behave within organizations and how knowledge of OB can improve organizational effectiveness.
2. OB draws from multiple disciplines including psychology, sociology, social psychology, and anthropology to systematically study relationships between behaviors.
3. Managers face many challenges in today's global environment including responding to diversity, improving quality and productivity, and empowering employees while also balancing work and life. Understanding OB can help managers meet these challenges.
This document provides an overview of PRAN, the largest food and nutrition company in Bangladesh. It discusses that PRAN was founded in 1981 and has over 60,000 employees. The company has a diverse portfolio of products that includes juice, drinks, beverages, snacks, dairy, and confectionary items. The document also outlines PRAN's corporate social responsibilities programs focused on the environment, community, and employees. It notes that PRAN has been exporting its products since 1991 and now reaches over 400 million customers globally.
This document provides an overview of the recruitment and selection process at PRAN-RFL group, one of the leading companies in Bangladesh. It discusses how the company uses both internal and external sources to recruit candidates. The selection process involves screening applications, written tests, interviews, and reference checks. The document also notes some limitations of the study and provides recommendations, such as conducting job analyses and improving timeliness in contacting applicants. In conclusion, it states that the report aimed to understand PRAN-RFL group's recruitment section and provide a helpful resource for the future.
This document outlines the steps for starting a planned organizational change process. It describes entering and contracting as the initial steps, which involve defining problems/opportunities and establishing a collaborative relationship between the OD practitioner and client. It also discusses organizational change approaches like Lewin's three steps of unfreezing, moving, and refreezing; action research; and action learning. Groups are identified as a key focus of change due to their influence on individual behavior.
The document provides an overview of a term paper on PRAN-RFL Group, one of the largest conglomerates in Bangladesh. It discusses the company's history, industries, products, employees, and contributions to the Bangladeshi economy. The paper utilizes various research methods, including interviews and internet sources, to analyze aspects of PRAN-RFL such as their SWOT profile, marketing strategies, financial performance, and human resource management. It aims to explore how PRAN-RFL has become a leading food and beverage brand in Bangladesh and abroad.
PRAN-RFL Group is a large food and beverage processing and plastic manufacturing company in Bangladesh. It was founded in 1982 with the mission of reducing poverty and hunger through profitable enterprises. PRAN-RFL Group now has 17 associated companies producing juices, dairy products, biscuits, confectionaries, plastics, and other items. It is one of the largest exporters of processed agricultural products from Bangladesh. The company aims to expand its international brand recognition and presence globally. PRAN-RFL Group utilizes various marketing strategies including line extensions, brand extensions, and multi-brands to develop its portfolio of products and brands. It conducts SWOT and competitive analysis to strengthen its market position.
This management presentation summarizes key information about Coca-Cola including their organizational culture, values, mission, vision, strategies, structure, stakeholders, and SWOT analysis. It discusses Coca-Cola's goal to reduce water usage while growing business, their social responsibility initiatives like electric trucks, and their focus on ethics, diversity, and work-life balance for employees. The presentation provides an overview of Coca-Cola for management.
The document discusses five major models of organizational behavior - autocratic, custodial, supportive, collegial, and SOBC (stimulus-organism-behavior-consequence). Each model is based on different philosophical orientations and has implications for manager and employee behaviors and needs. Over time, models that better meet employee needs like supportive, collegial, and SOBC are expected to be used more as employee expectations rise. Managers also need flexibility and should evaluate which model best fits their current context.
The document provides information about a case study on Coca-Cola including objectives, company overview, vision, mission, values, external environment analysis, industry analysis, company analysis, strategies, competitors, and strategic formulation. It discusses Coca-Cola's history, products, financials, growth strategies, and comparison to competitor Pepsi. The document analyzes Coca-Cola's strengths, weaknesses, opportunities, threats and positions products in the BCG matrix.
Thank you for taking the time to speak with me today. Can you please tell me about your role and responsibilities as HR Officer at Coca Cola?
HR Officer: Sure, as HR Officer at Coca Cola, my key responsibilities include:
- Recruitment and selection - I'm responsible for attracting and hiring top talent for various roles in the company. This involves posting job ads, screening resumes, conducting interviews and making hiring decisions.
- Employee orientation - I welcome and orient all new joiners by briefing them about company policies, culture and work expectations.
- Performance management - I track employee performance through annual/quarterly reviews, address issues and ensure goals are aligned with business objectives.
This document provides an overview of Coca Cola including its history, company profile, mission, vision, market share, and marketing strategies. It details that Coca Cola was created in 1886 and is now the world's largest beverage company. The presentation outlines Coca Cola's expansion globally and some interesting facts such as selling over 1.8 billion bottles per day. It also summarizes the company's mission to refresh people and inspire happiness, as well as its vision to be a responsible corporate citizen and create value for shareholders.
This document discusses elements of organizational behavior systems and models, including:
- The philosophy, values, vision, mission, and goals that make up an organization's behavior model
- Key elements like the formal/informal organization, leadership, culture, and motivation
- Common management philosophies like autocratic, custodial, supportive, and collegial
- The importance of establishing a clear vision and mission, and setting goals to achieve the vision
- Examples of visions, missions, and values from organizations like TESDA, BSU, and ABS-CBN
Assignment on the organizational structure & model of coca cola companyNizamuddin Alamgir
Coca-Cola has a functional organizational structure with the CEO at the top overseeing departments like finance, marketing, operations, and HR. It also uses a matrix structure for new projects, with project managers drawing resources from the functional departments. While decision-making is centralized, Coca-Cola has become more decentralized over regions to allow for local responsiveness. It has shifted to a hybrid model combining bureaucratic and behavioral elements, with teams, meetings, and an intranet used to share information and foster innovation across the large organization.
Values represent basic convictions about what is good and desirable. They influence our perceptions and attitudes, and generally shape behavior. There are two main types of values: terminal values which are desirable end-states, and instrumental values which are preferable modes of behavior. Different cultures can be assessed based on their values along dimensions such as individualism versus collectivism. Attitudes are learned predispositions to respond favorably or unfavorably to objects, and are influenced by values. Common attitudes studied in organizational behavior are job involvement, organizational commitment, and job satisfaction.
There are two main classifications of organizational theories: traditional and modern. Traditional theories include simple, functional, and divisional designs. Simple design has few departments and centralized authority. Functional design groups similar specialties together. Divisional design separates the organization into business divisions. Modern theories include team, matrix-project, and boundaryless designs. Team design forms work groups around projects. Matrix-project design assigns specialists from different departments to projects. Boundaryless design is not limited by predefined organizational structures.
The dynamic organizational environment has lead to significant structural changes in order to remain in business and gain the competitive edge. In addition, new technological developments is influence much of the change, certainly in the offering of quick and reliable customer service. The topic of organizing is very relevant as a managerial function. This presentation is aimed at:
Defining the concept of organizing.
Describing the various types of organizational structure.
Explaining the connection between structure and strategy
The document discusses different approaches to organizational structure. It defines organizing and key terms like functional structure, divisional structure, matrix structure, teams structure, and networking. The main organizational structures discussed are functional (grouping by skills), divisional (grouping by products, geography, customers), matrix (dual reporting relationships), and teams. The document explains the advantages and disadvantages of each approach.
The document discusses organizational design and different types of organizational structures. It describes how contingency factors like strategy, external environment, technical processes and size influence organizational design. It also explains functional, divisional, hybrid, matrix and evolving organizational forms like self-managing teams and virtual organizations. International and ethical aspects of organizational design are also covered.
Organizational Design And Assessment Overview And ProcessTom Perrault
The document outlines the key steps in designing an organizational structure:
1) Identify stakeholders and their needs and expectations to develop design principles.
2) Evaluate the current organizational structure and identify its strengths and weaknesses.
3) Review possible organizational structure types and develop alternatives.
4) Evaluate the alternatives using the design principles and select the optimal structure.
The document discusses different project management structures for organizing projects, including functional, projectized, and matrix structures. It provides details on how each structure works, its advantages and disadvantages, and considerations for choosing the appropriate structure based on factors like project characteristics, organizational needs, and the level of authority and resources allocated to the project manager. The key structures covered are the functional structure where different project segments are delegated to functional units, projectized structure with dedicated project teams, and matrix structure with dual reporting relationships to functional and project managers.
This document discusses organizational design, including the concepts, success factors, and potential failures. It notes that organizational design involves creating roles, processes, and structures to ensure organizational goals can be realized. Key factors for successful design include analyzing workflow, setting up a functional hierarchy, enabling employee participation, and allowing information sharing. Potential failures include a lack of senior team alignment, insufficient focus on culture change, and not developing people to succeed in the new design.
1. Outline the foundation concepts of organisational structure.
2. Specify the basic features of the bureaucratic form of organisational structure.
3. Describe contemporary organisational designs.
Organizational Context: Design and Culture Chap#3 of Organizational Behavior ...Syeda Tooba Saleem
-Good Information related Organizational Design and Culture.
-Types of Organizational Designs
-Characteristics of Culture and many more other things are included in it..
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.
There are three main types of project management organization: functional, project, and matrix. A functional organization divides work into specialized departments, while a project organization separates projects from the parent organization. A matrix organization combines functional and project structures by assigning team members from different functions to projects on a part-time basis. Choosing the right structure depends on factors like project complexity, technology requirements, and coordination needs. Effective project management requires leadership, communication, planning, and overcoming barriers like conflicts and poor weather.
The document discusses the organizing function of management. Organizing involves identifying activities, departmentalizing tasks, classifying authority, and coordinating departments. It examines different organizational structures like functional, divisional, matrix, process, and network structures. Functional structure groups tasks by specialty and is best for stable environments. Divisional structure separates tasks by product/customer and allows for rapid response. Matrix structure combines functional and divisional approaches. Coordination integrates separate organizational parts to achieve overall objectives.
The document discusses organizational structure and culture. It covers factors that influence organizational structure choice like the environment, strategy, technology, and human resources. It also describes different types of structures including functional, divisional, matrix, and hybrid structures. Additionally, it discusses job design, authority allocation, integrating mechanisms, sources of organizational culture, and characteristics of strong versus weak cultures.
The document discusses project organization and staffing. It describes different types of organizational structures like functional, project-based, and matrix organizations. It outlines key roles in project organizations like project managers, team members, and functional managers. It also discusses groups, teams, and committees. Project managers have responsibilities like defining scope, identifying stakeholders, developing work breakdown structures, and reporting status. Team members are responsible for completing assigned tasks. The document also covers topics like contracting, tendering, and contractor selection for projects.
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.
Organization structure & design by arun vermaArun Verma
The document discusses organizational structure and design. It defines organizational structure as the formal arrangement of jobs within an organization. Organizational design involves decisions about work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. The document also discusses different types of departmentalization including functional, product, geographic, process, and customer. It examines factors that influence organizational structure such as strategy, size, technology, and environmental uncertainty. Finally, it outlines several common organizational designs including functional, divisional, team, matrix, project, boundaryless, and learning organizations.
The document discusses key concepts related to organization structure including:
- Organic vs mechanistic structures, differentiation, and integration
- How authority operates with the CEO typically holding top authority
- How span of control impacts structure and effectiveness
- Effective delegation and the distinction between centralized and decentralized organizations
- Types of organization structures like functional, divisional, and matrix designs
- Mechanisms for coordinating work including mutual adjustment and liaison roles
- How organizations can improve agility through strategies, customers, and technology
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3. Introduction of Organization Designs
Organizational design refers to
the way managers structure their
organization to reach the
organization’s goals.
Structural elements include
Allocation of duties, tasks, and
responsibilities between departments
and individuals.
Reporting relationships.
Number of levels.
4. Introduction of Organization Designs Conti…
An incomplete picture because of
informal arrangements and underlying
behavioral processes.
Two basic goals of organizational
design
Get information to decision makers.
Coordinate the interdependent parts of an
organization.
5. Forms of Organizational Design
Three major forms
Functional,
Divisional,
Matrix,
Combine functional and divisional designs to get
a hybrid design
Several variations of the divisional design
Several evolving forms of organizational design
6. Organizational Design by Function
Groups tasks of the organization according to the
activities they perform
Typically configured into departments such as
manufacturing, engineering, accounting, marketing, .
. .
Functional configurations can vary from one
organization to another depending on tasks and
goals
7. Organizational Design by Function Conti…
Strategy
Focused on a few products or services
in well defined markets with few
competitors
External environment
Stable,
Simple,
Little uncertainty
Technical process
Routine with little interdependence with
other parts of the organization
Each major functional area helps
align the company with each
8. Organizational Design by Function Conti…
Line and staff
Line does the major operating tasks
Staff gives support and serve in advisory
roles.
Emphasizes technical skills within each
function
Individuals work with others who share
common backgrounds and views
9. Organizational Design by Function Conti…
Strengths
Specialization
Brings specialists together
Collegial relationships develop among specialists
Clear career paths for specialists
10. Organizational Design by Function Conti…
Weaknesses
Does not help managers respond quickly to external
changes.
Emphasis on specialization promotes a tunnel-vision
view of the goal of the function.
Functional design can produce a set of widely
accepted behaviors and perceptions with the
organization.
11. Organizational Design by Division
Uses decentralization.
Divisions formed around products, services,
locations, customers, programs, or technical
process.
Often evolves from a functional design.
12. Organizational Design by Division Conti…
Strategy
Focused on different products, services, customers, or
operating locations.
External environment
Complex, fast changing, with moderate to high uncertainty.
Technical process
Non routine and interdependent with others parts of the
organization
Size
Large
13. Organizational Design by Division Conti…
Strengths
Easily adapts to differences in products, services,
clients, location, and the like. For example,
products and differ in how manufactured and
marketed.
Products, services, and customers are highly
visible.
Often appear in division names.
14. Organizational Design by Division Conti…
Weaknesses
Loses economies of scale because many functions such
as accounting are duplicated within the divisions.
Technical specialization is more diffuse compared to a
functional design.
Hard to get uniform application of policies and procedures
across divisions
15. Hybrid Organizational Design
Hybrid design uses both functions and
divisions.
The divisions decentralize some functions,
and the headquarters location centralizes
others.
Centralized functions often are the costly
16. Hybrid Organizational Design Conti…
Strategy
Focused on many products or services
External environment
Fast changing, moderate to high uncertainty, complex
Technical process
Both routine and non routine, high interdependence with
functions and divisions
Size
Large
17. Hybrid Organizational Design Conti…
Weaknesses
Focus on division goals can lose total organization view.
Non-uniform application of organizational policies.
Potential for high administrative overhead if staff
expands without control.
18. Matrix Organizational Design
Used when two sectors of the external
environment demand management attention.
Typically responding to the customer and
technical parts of the environment.
Customers have special needs
Technology changes fast
19. Matrix Organizational Design Conti…
Conditions under which an organization may
choose a matrix design:
Pressures from the external environment for a dual focus.
High uncertainty within the multiple sectors of the external
environment
Constraints on human and physical resources
20. Matrix Organizational Design Conti…
Strengths
Responsive, flexible, efficient use of costly
resources.
Potentially high levels of human motivation
and involvement.
Managers can respond fast to market
changes.
People get information about a total project,
not only about their specialty.
21. Matrix Organizational Design Conti…
Weaknesses
High levels of ambiguity because of multiple
authority relationships.
Ambiguity can encourage power struggles among
managers.
Multiple authority relationships can give opposing
demands to people.
High conflict potential can reach dysfunctional
levels and act as significant stressors for people in
matrix organizations
22. Types of Organizational Designs
Organizational designs fall into two
categories
Traditional.
Contemporary.
Traditional Designs
Include simple structure, functional
structure, and divisional structure.
Contemporary Designs
Include team structure, matrix structure,
project structure, boundary less
organization, and the learning
organization.
23. Traditional Designs
Simple Structure
A simple structure is defined as
a design with low
departmentalization, wide spans
of control, centralized authority,
and little formalization. This type
of design is very common in
small start up business.
24. Traditional Designs Conti…
Divisional Structure
The divisional structure is a type
of organizational structure that
groups each organizational
function into a division.
These division can correspond to
either products or geographies.
25. Traditional Designs Conti…
Functional Structure
A functional structure is defined as a
design that groups similar or related
occupational specialties together. It
is the functional approach to
departmentalization applied to the
entire organization.
26. Contemporary Designs Conti…
Team Structure
A team structure is a design
in which an organization is
made up of teams, and
each team works towards a
common goal.
Employees are more
involved and empowered.
27. Contemporary Designs Conti…
Project Structure
A project structure is an
organizational structure in which
employees continuously work on
projects.
This is like a matrix structure; as
one project is completed,
employees move on to the next
project.
28. Contemporary Designs Conti…
Matrix Structure
A matrix structure is one that
assigns specialists from different
functional areas to work on
projects but who return to their
areas when the project is
completed.
29. Contemporary Designs Conti…
Learning Organization
A learning organization is defined as
an organization that has developed
the capacity to continuously learn,
adapt, and change. In order to have a
learning organization a company must
have very knowledgeable employees
who are able to share their knowledge
with others and be able to apply it in a
work environment.
30. Contemporary Designs Conti…
Boundary less Organization
A boundary less organization is one in
which its design is not defined by, or
limited to, the horizontal, vertical, or
external boundaries imposed by a
predefined structure. In other words it
is an unstructured design.
31. A Process View of Organizational Design
Discards the view of packaging duties and tasks along
functional or divisional lines.
The organization is a set of interconnected processes that
weave across multiple functions.
Focuses on the results of a process not on people’s skills or
functions.
People have responsibility for all or part of a process with
decision authority over those parts.
32. Organizational Behavior
Organizational Behavior the study of human
behavior, attitudes, and performance in
organizations
Value of OB:
Helps people attain the competencies needed to become
effective employees, team leaders/members, or managers
Competency:
An interrelated set of abilities, behaviors, attitudes, and
knowledge needed by an individual to be effective in
most professional and managerial positions
33. What Managers Do ?
Managers:
Who achieve goals through other people.
Managerial Activities:
Make decisions.
Allocate recourse.
Direct activities other to attain goals.
35. Where Managers work
Organization:
A consciously coordinated social
unit, composed of two or more
people, that function on a relatively
continuous basis to achieve a
common goal or set of goals.
36. Management Functions Conti…
Organizing
Determines what tasks to be
done, who is to do them, how to
tasked are grouped, who reports
to whom, and when decision are
made
37. Management Functions Conti…
Planning
Planning which defines
the overall strategy to
achieve the
organization’s goals
38. Management Functions Conti…
Leading
A function that includes
motivating employee
directing others,
selection the most
effective
communication
channels, and resolving
the conflicts.
39. Management Functions Conti…
Controlling
Which ensures the things
are going the same way
as they should be with
minimal disruption
40. Informational
Mentor
seeks and receives a wide variety of special information (much of it current)
to develop a thorough understanding of the organization and environment;
emerges as the nerve center of internal and external information for the
organization.
Disseminator
Transmits information received from outsiders or from other subordinates to
members of the organization. Some information is factual; some involves
interpretation and integration of diverse value positions of organizational
influences. Disseminating what is of value, and how, is a critical
informational role.
Spokesman
transmits information (plans, policies, results, etc.) within and outside of
the organization; serves as an expert on the organization's industry.
42. Interpersonal
Figurehead
Symbolic head; performs a number of routine duties of
a legal or social nature.
Leader
Motivates and activates subordinates; performs
staffing, training, and associated duties.
Liaison
Maintains a self-developed network of outside contacts
and informers who provide favors and information.
43. Management Skills Conti…
Technical skills
Comprise the knowledge and capabilities to
perform specialized tasks related to a specific field.
Human Skills
The ability to work with understand, and motivate
other people, both individually and in groups.
Conceptual skills
The mental ability to analyze and diagnose
complex situation
44. Contributing Disciplines to the OB Field
Conti…
Sociology:
The study of people in
relation to their fellow
human beings.
45. Contributing Disciplines to the OB Field
Conti…
Social Psychology:
An area with in psychology that
blends concept from psychology
and sociology and that focuses on
the influence of people on other
people.
46. Management Skills
It is the ability to apply specialized
knowledge or expertise as how
professional they are with respect to
their knowledge
Technical Skills
Human skills
Conceptual Skills
47. Contributing Disciplines to the OB Field
Psychology:
The science that seeks to
measure, explain, and
something change the
behavior of humans and
other animals.
48. Contributing Disciplines to the OB Field
Conti…
Anthropology:
The study of societies to learn about
human beings and their activities
49. Contributing Disciplines to the OB Field
Conti…
Political Science:
The study of the behavior of
individuals and groups with in a
political enjoinment
50. Challenges and Opportunities for OB
Improving Quality and Productivity
Quality management (QM)
Process reengineering
Responding to the Labor Shortage
Changing work force demographics
Fewer skilled laborers
Early retirements and older workers
Improving Customer Service
Increased expectation of service quality
Customer-responsive cultures
51. The Dependent Variables Conti…
Productivity
A performance measure that
include effectiveness and
efficiency.
52. The Dependent Variables Conti…
Turnover
The voluntary and
involuntary permanent
withdrawal from an
organization.
53. The Dependent Variables
Dependent Variable
A response that is affected by an
independent variable
57. The Dependent Variables Conti…
Job Satisfaction
A general attributes
towards one’s job the
difference between the
amount of reward
workers receive and
the amount thy believe
they should receive.