Organizational Structure
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This document discusses different types of organizational structures and their key characteristics. It describes line, staff, and functional structures, as well as formal and informal structures. Matrix structures are discussed as being complex with dual reporting relationships that can cause conflicts. The document also covers topics like uniformity vs. diversity in structures, centralization vs. decentralization of power and authority, and different types of networks.
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Organizational structure
The document discusses how organizational structure impacts organizational culture. It outlines that structure should define tasks, roles, accountability, and performance measures. Three main structures are described: line structure with direct vertical reporting; staff structure with advisory roles without authority; and functional structure where line managers take orders from staff departments. Matrix structures with dual reporting are also discussed. The document contrasts uniformity, centralization and standardization with diversity, decentralization and specialization. It notes the advantages and disadvantages of centralization versus decentralization. Finally, it briefly introduces networks and virtual organizations.
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The document discusses different types of organization structures, including line, line and staff, functional, project, and matrix structures. It provides details on the key characteristics of each structure as well as their merits and demerits. The line structure is the oldest and simplest with a clear line of authority from top to bottom, but it can overburden managers and lack specialization. The line and staff structure introduces staff functions to support the core line functions through expert advice, but it can also lead to conflicts. Functional and project structures group employees by specialty or project, respectively, and matrix structures combine functional and project approaches.
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This document discusses different types of organizational structures. It defines organizational structure as establishing authority, responsibility, and lines of communication within a company. Five main structures are described: functional, divisional, hybrid, matrix, and virtual. The functional structure groups roles by specialty, while divisional structures group by product, customer, or geography. Hybrid structures blend functional and divisional approaches. Matrix structures have dual reporting lines, and virtual structures rely heavily on contractors. Advantages and disadvantages of each approach are provided.
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Organizational structure refers to how tasks and responsibilities are allocated and coordinated. There are two main types of structure - vertical and horizontal. Vertical structure involves specialization and hierarchy while horizontal structure emphasizes integration and cross-functional teams. Common organizational structures include entrepreneurial, functional, divisional, strategic business unit (SBU), and matrix structures. The appropriate structure depends on factors like the organization's strategy, size, and diversity of operations. Structure must be aligned with but can also influence strategy over time.
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Organizational structure
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D. The three levels of planning are:
1) Strategic planning
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Organizational Structure
- 1. Organizational Structure Dr. Amjad Idries
- 2. Structure should take care of: • Tasks and reporting; • Role and position; • Accountability; • Performance measures;
- 3. Structure should take care of: • Procedures and rules; • Communication; • Control and coordination; • Responsive for (market diversity) & (client needs)
- 4. Types of structures: (1)Line: direct vertical relations (authority and communication, reporting) (2) Staff: no additional level of hierarchy only advisory role (no authority) (3) Functional: modified staff structure, line managers take orders from staff departments discuss the role of: authority, responsibility, accountability
- 8. Types of structures: • Formal & informal: formal based on authority and formal communication channels. Informal is spontaneous based on power and informal communications.
- 9. Matrix structures: • Complex tasks, flexible, considerations for reporting relations with two superiors for projects management. • Advantages: decrease overhead cost, more focusing on project, director focus on the services and manager on the staff • Disadvantage: Dual reporting may cause conflicts, difficulty in contribution reporting, limited promotion
- 10. Matrix structure
- 11. Changing the organizational structure and strategic direction
- 12. Uniformity: • Homogeneous, • Standardization of things, • Centralization of control, • Cost saving, • Ease of employment and interchangeability, • Suitable for simple specialized systems
- 13. Diversity: • Specialization, • Decentralization, • Uncertainty, • Suitable for (in case of regional or product or customer or goal diversity) variety, • Increase the motivation and satisfaction, • Lead to diversification, • Better budget behavior
- 14. Centralization-Decentralization: • Distribution of power (de-concentration): transfer authority and functions down, • Delegation: transfer executive power to staff, • Devolution: transfer of management functions. • Advantages of DC: cost consciousness and accountability increased, • Disadvantage of DC: skills and capacity, politics, corruption, costly
- 15. Networks: • Dominated or equal-partner networks, needs for networking, between different partners, • Virtual organizations: (lack of physical structure, only communication, mobile work, boundary-less legality, flexible and responsive