The document discusses organizational structure and design. It defines key elements of organizational structure like departmentalization, chain of command, and span of control. It also examines factors that influence structural decisions such as strategy, size, technology, and environmental uncertainty. Different organizational designs are presented, including traditional functional and divisional structures as well as contemporary designs like team, matrix, and boundaryless structures. Challenges of designing organizations in today's environment are also outlined.
Chapter 10 Organizational Structure And Design Ppt10D
The document discusses organizational structure and design. It defines key terms like departmentalization, chain of command, span of control, and centralization. It also contrasts traditional mechanistic structures with organic structures and explains how contingency factors like strategy, size, and environment influence structure. Common structures discussed include functional, divisional, team, matrix, and virtual organizations.
L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
Who Are Leaders and What Is Leadership
Define leaders and leadership.
Explain why managers should be leaders.
Early Leadership Theories
Discuss what research has shown about leadership traits.
Contrast the findings of the four behavioral leadership
theories.
Explain the dual nature of a leader s behavior.
The document discusses theories of motivation including Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's motivation-hygiene theory. It also discusses contemporary theories such as goal-setting theory, reinforcement theory, equity theory, and expectancy theory. Key aspects of motivation discussed include needs, goals, behavior, perception, and designing motivating jobs and rewards programs. The document provides an overview of important concepts in understanding motivation.
This document discusses theories of leadership from early trait and behavioral theories to contemporary views. It covers contingency theories like Fiedler's model and situational leadership theory. Contemporary views discussed include leader-member exchange theory, transformational-transactional leadership, and charismatic/visionary leadership. The document also examines issues like managing power, developing trust, empowering employees, and cross-cultural leadership.
This chapter discusses theories of leadership including trait theories, behavioral theories, and contingency theories. Trait theories focus on personal qualities that differentiate leaders such as intelligence, courage, and people skills. Behavioral theories examine two leadership styles: initiating structure which focuses on tasks, and consideration which focuses on relationships. Contingency theories propose that effective leadership depends on matching a leader's style to the situation. The chapter also covers charismatic and transformational leadership, authentic leadership, the role of mentoring, and challenges to effective leadership such as complacency and over-control.
This document provides an overview of the evolution of organization theory from the late 19th century to present day. It discusses early contributors like Adam Smith, the Industrial Revolution, and classical theorists like Taylor, Fayol, and Weber. It then covers the human relations movement sparked by the Hawthorne Studies, Douglas McGregor's Theory X and Theory Y, and the contingency approach. The document traces how organization theory has shifted from viewing organizations as closed rational systems to more open social systems and discusses the major frameworks and perspectives that have emerged over time to understand organizations.
This document discusses organizational structure and design. It identifies six key elements of organizational structure: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Common organizational designs include simple structures, bureaucracies, matrix structures, and new options like virtual and boundaryless organizations. Organizational structure is influenced by factors like organizational strategy, size, technology, and environment. Different structures can impact employee behavior, though results are mixed on relationships between factors like span of control and job satisfaction.
Organizational behavior by Robbins and Judge 17th edition chapter 14 Conflict...Fabiha Shahzad
1. The document discusses organizational conflict and negotiation. It defines conflict, describes the conflict process in 5 stages, and discusses conflict management and resolution techniques
Chapter 10 Organizational Structure And Design Ppt10D
The document discusses organizational structure and design. It defines key terms like departmentalization, chain of command, span of control, and centralization. It also contrasts traditional mechanistic structures with organic structures and explains how contingency factors like strategy, size, and environment influence structure. Common structures discussed include functional, divisional, team, matrix, and virtual organizations.
L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
Who Are Leaders and What Is Leadership
Define leaders and leadership.
Explain why managers should be leaders.
Early Leadership Theories
Discuss what research has shown about leadership traits.
Contrast the findings of the four behavioral leadership
theories.
Explain the dual nature of a leader s behavior.
The document discusses theories of motivation including Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's motivation-hygiene theory. It also discusses contemporary theories such as goal-setting theory, reinforcement theory, equity theory, and expectancy theory. Key aspects of motivation discussed include needs, goals, behavior, perception, and designing motivating jobs and rewards programs. The document provides an overview of important concepts in understanding motivation.
This document discusses theories of leadership from early trait and behavioral theories to contemporary views. It covers contingency theories like Fiedler's model and situational leadership theory. Contemporary views discussed include leader-member exchange theory, transformational-transactional leadership, and charismatic/visionary leadership. The document also examines issues like managing power, developing trust, empowering employees, and cross-cultural leadership.
This chapter discusses theories of leadership including trait theories, behavioral theories, and contingency theories. Trait theories focus on personal qualities that differentiate leaders such as intelligence, courage, and people skills. Behavioral theories examine two leadership styles: initiating structure which focuses on tasks, and consideration which focuses on relationships. Contingency theories propose that effective leadership depends on matching a leader's style to the situation. The chapter also covers charismatic and transformational leadership, authentic leadership, the role of mentoring, and challenges to effective leadership such as complacency and over-control.
This document provides an overview of the evolution of organization theory from the late 19th century to present day. It discusses early contributors like Adam Smith, the Industrial Revolution, and classical theorists like Taylor, Fayol, and Weber. It then covers the human relations movement sparked by the Hawthorne Studies, Douglas McGregor's Theory X and Theory Y, and the contingency approach. The document traces how organization theory has shifted from viewing organizations as closed rational systems to more open social systems and discusses the major frameworks and perspectives that have emerged over time to understand organizations.
This document discusses organizational structure and design. It identifies six key elements of organizational structure: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Common organizational designs include simple structures, bureaucracies, matrix structures, and new options like virtual and boundaryless organizations. Organizational structure is influenced by factors like organizational strategy, size, technology, and environment. Different structures can impact employee behavior, though results are mixed on relationships between factors like span of control and job satisfaction.
Organizational behavior by Robbins and Judge 17th edition chapter 14 Conflict...Fabiha Shahzad
1. The document discusses organizational conflict and negotiation. It defines conflict, describes the conflict process in 5 stages, and discusses conflict management and resolution techniques
Foundations of Planning ( Management Chapter 7 )Qamar Farooq
Planning is a primary managerial activity that involves defining goals, establishing strategies, and developing plans. There are two main types of planning: informal planning which is not written down and has a short-term focus, and formal planning which is written, long-term, and involves shared organizational goals. Managers plan to provide direction, reduce uncertainty, minimize waste, and set standards for control. Formal planning is associated with higher profits when properly implemented. Elements of planning include goals which provide direction and evaluation criteria, and plans which outline how goals will be achieved.
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.
This document provides an overview of organization theory from a textbook. It defines organization theory as the study of how organizations are structured and designed. Organization theory takes a macro view of organizations, focusing on structure and effectiveness, while organizational behavior takes a micro view of individual and group behavior. The document discusses key concepts in organization theory including structure, systems perspective, life cycles, and open vs. closed systems. It also outlines the typical stages in an organization's life cycle from entrepreneurial to decline.
The document discusses organizational structure and design. It covers key elements of organizational design including work specialization, departmentalization, chain of command, span of control, and centralization/decentralization. It also discusses traditional and contemporary organizational designs such as functional, divisional, team, matrix, and boundaryless structures. Additionally, it addresses challenges of designing organizations to keep employees connected, build a learning organization, and manage global structural issues.
This document provides an overview of key concepts from a chapter on managerial decision-making. It covers:
1) The eight-step process for rational decision-making including identifying the problem, criteria, alternatives, analysis, selection, implementation, and evaluation.
2) Factors that influence managerial decision-making such as bounded rationality, escalation of commitment, and intuition.
3) Types of decisions including programmed versus non-programmed and structured versus unstructured problems.
4) Decision-making conditions like certainty, risk, and uncertainty and approaches for uncertain situations.
5) Biases and styles that influence decision-making.
The document outlines concepts and models to help
Ch 1 introduction to management and organizationsNardin A
The document is an introductory chapter about management and organizations from a management textbook. It defines key terms such as managers, management, and organizations. It describes the functions of management as planning, organizing, leading, and controlling. It also discusses the roles, skills, and levels of managers. Managers coordinate work, seek efficiency and effectiveness, and adapt to changes. Studying management is important because good management is needed universally, and understanding organizational structures and behaviors helps employees advance.
This document provides an overview of Chapter 10 from the textbook "Management" by Stephen P. Robbins and Mary Coulter. The chapter discusses managing human resources and covers topics such as the human resource management process, identifying and selecting employees, providing skills and knowledge to employees, retaining high-performing employees, and contemporary HR issues. It includes learning outcomes, exhibits, and descriptions of key concepts for each section.
This chapter introduces organizational behavior and provides an overview of key concepts. It defines OB as a field that examines how individuals, groups, and structure influence behavior in organizations to improve effectiveness. The chapter also outlines the manager's roles and functions, discusses Mintzberg's framework of managerial roles, and identifies the behavioral science disciplines that contribute to OB like psychology, sociology, and social psychology. Finally, it presents OB's three-level model of analysis at the individual, group, and organizational levels.
Chapter 3 management (9 th edition) by robbins and coulterMd. Abul Ala
This document provides an outline for Chapter 3 of an organizational behavior textbook. It covers several key topics:
- The manager's role can be seen as either omnipotent or symbolic, with discretion constrained by culture and environment.
- Organizational culture is shaped by values, symbols and practices that influence employee behavior. Strong cultures with widely shared values provide benefits but also constraints for managers.
- Managers must address issues like creating ethical, innovative and customer-focused cultures. Workplace spirituality is also an emerging concern.
- The external environment, including specific industry forces and broader societal factors, affects organizational performance and managerial discretion. Managing stakeholder relationships is important.
Organizational Behaviour Stephen Robbins 14Ed. Chapter 6Waqas Ahmad
This document discusses perception and individual decision making. It covers topics like attribution theory, biases that influence perception and judgment of others, common shortcuts and errors in decision making, and ways to improve creativity. Attribution theory examines how people make causal explanations for behaviors, looking at factors like distinctiveness, consensus and consistency. Biases discussed include the fundamental attribution error and self-serving bias. The rational and bounded reality models of decision making are presented.
This chapter discusses perception and individual decision making. It defines perception as how individuals organize and interpret sensory impressions to make meaning of their environment. People's behavior is based on their perceptions, not objective reality. The chapter also examines factors that influence perception, such as attribution theory and biases. It then discusses the rational decision making model and how decisions are actually made, noting limitations like bounded rationality. Common biases in decision making are explored, along with ways to potentially improve the decision making process.
The document outlines key aspects of organizational structure including work specialization, departmentalization, chain of command, span of control, centralization, decentralization, and formalization. It provides definitions and examples of different types of departmentalization including functional, geographic, product, process, and customer. Factors that influence decisions around centralization, decentralization, and span of control are also discussed.
This document discusses 5 basic types of organizational structures: functional, divisional, matrix, line and staff, and project. The functional structure groups employees by their specialized function. The divisional structure groups employees responsible for a particular product or market. The matrix structure combines functional and divisional structures with dual reporting relationships. The line and staff structure combines a centralized approval structure with specialized support staff departments. Finally, the project structure organizes employees into teams dedicated to completing specific projects.
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.
Chapter 3 Attitudes and Job SatisfactionT McDonald
This document summarizes key topics from Chapter 3 of the textbook "Organizational Behavior" including attitudes, job satisfaction, and their impacts. It discusses how attitudes do not always determine behavior, and defines major job attitudes like job satisfaction, involvement, and commitment. Job satisfaction is described as a positive feeling towards one's job, and factors that influence it include pay, personality, and causes like the work itself, relationships, and growth opportunities. Dissatisfied employees may respond actively or passively, and constructively or destructively. Outcomes of job satisfaction are better job performance, organizational citizenship, customer satisfaction, and less absenteeism. However, managers often underestimate the importance of satisfaction.
This document summarizes key theories and concepts related to motivating employees from a management textbook. It discusses early theories like Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's two-factor theory. Contemporary theories covered include goal-setting theory, reinforcement theory, job design approaches like the job characteristics model, and equity theory. The document also outlines current issues in motivation like cross-cultural challenges and motivating unique worker groups.
Foundations of Organization Structure, Chapter 16-Organizational BehaviorDr.Amrinder Singh
Foundations of Organization Structure, Chapter 16-Organizational Behavior
This PPT is based on the Organizational Behavior Book Written By Stephen P. Robbins & Timothy A. Judge, Edition -12th, Publisher Pearson
This document discusses a chapter about attitudes and job satisfaction from a textbook. It covers the three components of attitudes, the relationship between attitudes and behavior, major job attitudes like job satisfaction and involvement, how job satisfaction can be measured, main causes of job satisfaction, and four employee responses to dissatisfaction like turnover. The chapter aims to explain attitudes and job satisfaction to students.
This document discusses contemporary organizational designs and organizing for collaboration. It describes team structures, matrix structures, project structures, boundaryless organizations, virtual organizations, and learning organizations. It discusses how organizations organize for collaboration through internal collaboration like cross-functional teams and communities of practice, and external collaboration like open innovation and strategic partnerships. It also describes flexible work arrangements like telecommuting, compressed workweeks, and job sharing. The document discusses contingent workforces and challenges organizations face with managing global structures and keeping employees connected in today's environment.
Chapter 11 Managing Change and InnovationRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
The document outlines key aspects of organizational structure and design discussed in Chapter 10, including:
1) Organizational structure involves decisions about work specialization, departmentalization, chain of command, span of control, and levels of centralization and formalization.
2) Organizational designs can be mechanistic or organic depending on factors like strategy, size, technology, and environmental uncertainty.
3) Common organizational designs include functional, divisional, team, matrix, and project-based structures. Contemporary designs emphasize flexibility over rigid hierarchies.
This document provides an overview of organizational structure and design. It discusses key elements of organizational structure like departmentalization, chain of command, span of control and centralization. It also covers factors that influence organizational design decisions such as strategy, size, technology and environmental uncertainty. Different organizational designs are described including traditional functional and divisional structures as well as contemporary team, matrix and project structures. The document emphasizes that organizational structure should support organizational strategy and adapt to contingencies in the external environment.
Foundations of Planning ( Management Chapter 7 )Qamar Farooq
Planning is a primary managerial activity that involves defining goals, establishing strategies, and developing plans. There are two main types of planning: informal planning which is not written down and has a short-term focus, and formal planning which is written, long-term, and involves shared organizational goals. Managers plan to provide direction, reduce uncertainty, minimize waste, and set standards for control. Formal planning is associated with higher profits when properly implemented. Elements of planning include goals which provide direction and evaluation criteria, and plans which outline how goals will be achieved.
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.
This document provides an overview of organization theory from a textbook. It defines organization theory as the study of how organizations are structured and designed. Organization theory takes a macro view of organizations, focusing on structure and effectiveness, while organizational behavior takes a micro view of individual and group behavior. The document discusses key concepts in organization theory including structure, systems perspective, life cycles, and open vs. closed systems. It also outlines the typical stages in an organization's life cycle from entrepreneurial to decline.
The document discusses organizational structure and design. It covers key elements of organizational design including work specialization, departmentalization, chain of command, span of control, and centralization/decentralization. It also discusses traditional and contemporary organizational designs such as functional, divisional, team, matrix, and boundaryless structures. Additionally, it addresses challenges of designing organizations to keep employees connected, build a learning organization, and manage global structural issues.
This document provides an overview of key concepts from a chapter on managerial decision-making. It covers:
1) The eight-step process for rational decision-making including identifying the problem, criteria, alternatives, analysis, selection, implementation, and evaluation.
2) Factors that influence managerial decision-making such as bounded rationality, escalation of commitment, and intuition.
3) Types of decisions including programmed versus non-programmed and structured versus unstructured problems.
4) Decision-making conditions like certainty, risk, and uncertainty and approaches for uncertain situations.
5) Biases and styles that influence decision-making.
The document outlines concepts and models to help
Ch 1 introduction to management and organizationsNardin A
The document is an introductory chapter about management and organizations from a management textbook. It defines key terms such as managers, management, and organizations. It describes the functions of management as planning, organizing, leading, and controlling. It also discusses the roles, skills, and levels of managers. Managers coordinate work, seek efficiency and effectiveness, and adapt to changes. Studying management is important because good management is needed universally, and understanding organizational structures and behaviors helps employees advance.
This document provides an overview of Chapter 10 from the textbook "Management" by Stephen P. Robbins and Mary Coulter. The chapter discusses managing human resources and covers topics such as the human resource management process, identifying and selecting employees, providing skills and knowledge to employees, retaining high-performing employees, and contemporary HR issues. It includes learning outcomes, exhibits, and descriptions of key concepts for each section.
This chapter introduces organizational behavior and provides an overview of key concepts. It defines OB as a field that examines how individuals, groups, and structure influence behavior in organizations to improve effectiveness. The chapter also outlines the manager's roles and functions, discusses Mintzberg's framework of managerial roles, and identifies the behavioral science disciplines that contribute to OB like psychology, sociology, and social psychology. Finally, it presents OB's three-level model of analysis at the individual, group, and organizational levels.
Chapter 3 management (9 th edition) by robbins and coulterMd. Abul Ala
This document provides an outline for Chapter 3 of an organizational behavior textbook. It covers several key topics:
- The manager's role can be seen as either omnipotent or symbolic, with discretion constrained by culture and environment.
- Organizational culture is shaped by values, symbols and practices that influence employee behavior. Strong cultures with widely shared values provide benefits but also constraints for managers.
- Managers must address issues like creating ethical, innovative and customer-focused cultures. Workplace spirituality is also an emerging concern.
- The external environment, including specific industry forces and broader societal factors, affects organizational performance and managerial discretion. Managing stakeholder relationships is important.
Organizational Behaviour Stephen Robbins 14Ed. Chapter 6Waqas Ahmad
This document discusses perception and individual decision making. It covers topics like attribution theory, biases that influence perception and judgment of others, common shortcuts and errors in decision making, and ways to improve creativity. Attribution theory examines how people make causal explanations for behaviors, looking at factors like distinctiveness, consensus and consistency. Biases discussed include the fundamental attribution error and self-serving bias. The rational and bounded reality models of decision making are presented.
This chapter discusses perception and individual decision making. It defines perception as how individuals organize and interpret sensory impressions to make meaning of their environment. People's behavior is based on their perceptions, not objective reality. The chapter also examines factors that influence perception, such as attribution theory and biases. It then discusses the rational decision making model and how decisions are actually made, noting limitations like bounded rationality. Common biases in decision making are explored, along with ways to potentially improve the decision making process.
The document outlines key aspects of organizational structure including work specialization, departmentalization, chain of command, span of control, centralization, decentralization, and formalization. It provides definitions and examples of different types of departmentalization including functional, geographic, product, process, and customer. Factors that influence decisions around centralization, decentralization, and span of control are also discussed.
This document discusses 5 basic types of organizational structures: functional, divisional, matrix, line and staff, and project. The functional structure groups employees by their specialized function. The divisional structure groups employees responsible for a particular product or market. The matrix structure combines functional and divisional structures with dual reporting relationships. The line and staff structure combines a centralized approval structure with specialized support staff departments. Finally, the project structure organizes employees into teams dedicated to completing specific projects.
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.
Chapter 3 Attitudes and Job SatisfactionT McDonald
This document summarizes key topics from Chapter 3 of the textbook "Organizational Behavior" including attitudes, job satisfaction, and their impacts. It discusses how attitudes do not always determine behavior, and defines major job attitudes like job satisfaction, involvement, and commitment. Job satisfaction is described as a positive feeling towards one's job, and factors that influence it include pay, personality, and causes like the work itself, relationships, and growth opportunities. Dissatisfied employees may respond actively or passively, and constructively or destructively. Outcomes of job satisfaction are better job performance, organizational citizenship, customer satisfaction, and less absenteeism. However, managers often underestimate the importance of satisfaction.
This document summarizes key theories and concepts related to motivating employees from a management textbook. It discusses early theories like Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's two-factor theory. Contemporary theories covered include goal-setting theory, reinforcement theory, job design approaches like the job characteristics model, and equity theory. The document also outlines current issues in motivation like cross-cultural challenges and motivating unique worker groups.
Foundations of Organization Structure, Chapter 16-Organizational BehaviorDr.Amrinder Singh
Foundations of Organization Structure, Chapter 16-Organizational Behavior
This PPT is based on the Organizational Behavior Book Written By Stephen P. Robbins & Timothy A. Judge, Edition -12th, Publisher Pearson
This document discusses a chapter about attitudes and job satisfaction from a textbook. It covers the three components of attitudes, the relationship between attitudes and behavior, major job attitudes like job satisfaction and involvement, how job satisfaction can be measured, main causes of job satisfaction, and four employee responses to dissatisfaction like turnover. The chapter aims to explain attitudes and job satisfaction to students.
This document discusses contemporary organizational designs and organizing for collaboration. It describes team structures, matrix structures, project structures, boundaryless organizations, virtual organizations, and learning organizations. It discusses how organizations organize for collaboration through internal collaboration like cross-functional teams and communities of practice, and external collaboration like open innovation and strategic partnerships. It also describes flexible work arrangements like telecommuting, compressed workweeks, and job sharing. The document discusses contingent workforces and challenges organizations face with managing global structures and keeping employees connected in today's environment.
Chapter 11 Managing Change and InnovationRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
The document outlines key aspects of organizational structure and design discussed in Chapter 10, including:
1) Organizational structure involves decisions about work specialization, departmentalization, chain of command, span of control, and levels of centralization and formalization.
2) Organizational designs can be mechanistic or organic depending on factors like strategy, size, technology, and environmental uncertainty.
3) Common organizational designs include functional, divisional, team, matrix, and project-based structures. Contemporary designs emphasize flexibility over rigid hierarchies.
This document provides an overview of organizational structure and design. It discusses key elements of organizational structure like departmentalization, chain of command, span of control and centralization. It also covers factors that influence organizational design decisions such as strategy, size, technology and environmental uncertainty. Different organizational designs are described including traditional functional and divisional structures as well as contemporary team, matrix and project structures. The document emphasizes that organizational structure should support organizational strategy and adapt to contingencies in the external environment.
This document outlines the key topics covered in a chapter on organizational structure from a management textbook. It discusses traditional and contemporary views of work specialization and departmentalization. The five main forms of departmentalization are described. Additional concepts that are defined include chain of command, span of control, centralization, decentralization, and formalization. Factors that influence organizational design decisions such as strategy, size, technology, and environmental uncertainty are also examined. Common traditional and contemporary organizational designs like functional, divisional, team-based and matrix structures are contrasted.
This document outlines key concepts about organizational structure and design from a PowerPoint presentation. It defines organizational structure and design, and discusses the six elements that influence design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. It also covers contingency factors like strategy, size, technology, and environment that influence design, and provides examples of traditional and contemporary organizational designs.
This document outlines key concepts about organizational structure and design from a PowerPoint presentation. It defines organizational structure and design, and discusses factors that influence design decisions like work specialization, departmentalization, chain of command, span of control, and centralization. It also summarizes traditional design models like functional structures and divisional structures, as well as contemporary designs like team structures, matrix structures, and learning organizations.
This document outlines the key concepts in organizational structure and design discussed in Chapter 10. It begins by defining organizational structure and design. The traditional and contemporary views of work specialization, departmentalization, chain of command, span of control, authority, responsibility, and unity of command are explained. Factors that influence centralization and decentralization are also discussed. Mechanistic and organic organizational structures are contrasted. Contingency factors like strategy, size, technology, and environmental uncertainty that influence organizational design decisions are explained. Common organizational designs such as team, matrix, and virtual structures are also covered.
This document is an outline for a chapter on organizational structure and design. It defines key terms related to organizational structure such as departmentalization, chain of command, span of control, centralization, and formalization. It also discusses factors that influence organizational design decisions like strategy, size, technology, and environmental uncertainty. Finally, it outlines different types of common organizational structures including functional, geographic, product, process, and customer-based structures as well as team, matrix, and project-based organizations.
This document outlines the key concepts in organizational structure and design discussed in Chapter 10. It begins by defining organizational structure and design. The traditional and contemporary views of work specialization, departmentalization, chain of command, span of control, authority, responsibility, and unity of command are explained. Factors that influence centralization and decentralization are also discussed. Mechanistic and organic organizational structures are contrasted. Contingency factors like strategy, size, technology, and environmental uncertainty that influence organizational design decisions are explained. Common organizational designs such as team, matrix, and virtual structures are also covered.
Organizational Structure
How job tasks are formally divided, grouped, and coordinated.
Key Elements:
Work specialization
Departmentalization
Chain of command
Span of control
Centralization and decentralization
Formalization
Contact:
nomanaleemft@gmail.com
00923084089243
This document discusses organizational structure and the key elements that define it, including work specialization, departmentalization, chain of command, span of control, and centralization/decentralization. It also summarizes common organization designs like the simple structure, bureaucracy, matrix structure, team structure, virtual organization, and boundaryless organization. The document explores why organizational structures may differ based on factors like strategy, size, technology, and environmental conditions.
This document discusses organizational structure and the key elements that define it, including work specialization, departmentalization, chain of command, span of control, and centralization/decentralization. It also summarizes common organization designs like the simple structure, bureaucracy, matrix structure, team structure, virtual organization, and boundaryless organization. The document explores why organizational structures may differ based on factors like strategy, size, technology, and environmental conditions.
The document discusses organizational structure and design. It defines key terms like departmentalization, chain of command, span of control, and centralization. It also contrasts traditional mechanistic structures with organic structures and explains how contingency factors like strategy, size, and environment influence structure. Common traditional and contemporary designs are described, including functional, divisional, team, matrix, project, and boundaryless structures.
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 design and structure. It describes six key elements of organizational design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. It contrasts mechanistic and organic structures and discusses factors like environmental uncertainty, technology, and strategy that influence which type of structure is best. Traditional design options like functional, divisional, and simple structures are described as well as more flexible contemporary designs like team, matrix, virtual organizations, and contingent workforces.
The document discusses organizational structure and its key elements. It defines work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. It examines how these structural elements are determined by an organization's strategy, size, technology, and environment. Structures can range from simple to complex bureaucratic to organic designs like teams or virtual organizations. An organization's structure impacts employee behavior and different implicit models may influence perceptions of appropriate structures.
This document discusses organizational structure and design. It covers six key elements of organizational design: work specialization, departmentalization, chain of command, authority, responsibility, and span of control. It also contrasts mechanistic and organic structures, and discusses how factors like strategy, size, technology, and environmental uncertainty influence structural design choices. Traditional design options like functional, divisional, and matrix structures are described as well as newer flexible and virtual approaches to organizing work.
This document summarizes key aspects of organizational structure from a textbook chapter. It defines organizational structure as how job tasks are divided and coordinated, and identifies six key elements: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. It also describes common organization designs like bureaucracies, matrices, virtual organizations, and boundaryless organizations. The chapter examines how factors like strategy, size, technology, and environment influence structural design and how structure impacts employee behavior.
This document discusses organizational structure and design. It covers key elements of organizational design like work specialization, departmentalization, chain of command, span of control, and centralization. Traditional organizational designs like functional, divisional, and simple structures are described. Contemporary designs include team structures, matrix structures, project structures, and boundaryless organizations. Challenges of designing organizations in today's environment are also noted.
The document discusses organizational structure and its key elements. It defines organizational structure as the way that an organization arranges people and jobs. The key elements that determine structure are work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Structure is also influenced by factors like strategy, technology, environment, and organization size. Common structures include functional, divisional, matrix, flat versus tall hierarchies, and mechanistic versus organic designs. Structure impacts employee behavior - specialization increases productivity but reduces satisfaction while decentralization increases satisfaction.
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This document provides an outline for a chapter on foundations of individual behavior in organizations. It covers topics like attitudes, personality, perception, learning, and their implications. Regarding attitudes, it defines components like cognitive, affective, behavioral. It discusses job satisfaction and its impact on behaviors like absenteeism and turnover. On personality, it contrasts the Myers-Briggs and Big Five models and related traits. It also addresses emotions, emotional intelligence, and their relevance for managerial tasks like employee selection and understanding workplace behaviors.
The document outlines a chapter about social responsibility and managerial ethics from a management textbook. It includes a learning outline that covers topics like defining social responsibility, the relationship between social responsibility and economic performance, green management, values-based management, and managerial ethics. The chapter examines the classical and socioeconomic views of social responsibility and discusses factors that influence ethical behavior among managers.
The document is a chapter from a management textbook that discusses managing in a global environment. It covers key topics like different global attitudes, regional trade agreements, international organizations, and cultural dimensions. Specifically, it defines parochialism and contrasts ethnocentric, polycentric, and geocentric views. It also describes organizations like the European Union, NAFTA, and ASEAN. Finally, it discusses frameworks for understanding culture, such as Hofstede's dimensions and the GLOBE study.
In these slides there is information about of the organizational culture and its environment that how the organizational culture works.
Hope u will like it.
This document provides an overview of the historical approaches to management. It discusses ancient management practices, Adam Smith's contributions, the industrial revolution, and major 20th century approaches including scientific management, general administrative theory, quantitative approaches, behavioral approaches, and contingency/contemporary approaches. Key contributors and their principles are outlined, such as Taylor's scientific management principles and Fayol's 14 principles of management.
1) In a parallel circuit, the total current is equal to the sum of the individual branch currents. While the voltage remains the same across all branches, the current divides between the paths and decreases in branches with higher resistance.
2) The current entering or leaving any point in the circuit is the same according to Kirchhoff's current law. All current entering a node must exit that node.
3) In a parallel circuit, the voltage remains the same across each branch because the potential difference across each resistor is the same as the voltage supplied by the battery. However, the current in each branch can vary depending on the resistance of that branch.
The document discusses different types of oscilloscopes and function generators. It describes cathode-ray oscilloscopes (CROs), dual-beam oscilloscopes, analog storage oscilloscopes, digital oscilloscopes, mixed-signal oscilloscopes, and handheld oscilloscopes. It also discusses function generator controls, types of function generators including analog and digital, and sweep function generators. The document provides details on the systems and controls of oscilloscopes, including vertical, horizontal, and trigger systems. It explains the basic workings and applications of different oscilloscope and function generator types.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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