This document provides an overview of organizational structure and design. It discusses the purposes of organizing work into jobs and departments. It defines organizational structure and organizational design, outlining six key elements of design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Different types of departmentalization and their advantages/disadvantages are presented. Contingency factors that influence organizational design such as strategy, size, technology, and environment are also covered.
The document 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.
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 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.
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.
Human Behavior in Organization by: Prof. JennyJay Gonzales
An organization is a structured group of individuals and groups working together to meet an agreed upon goal. An organization consists of its mission, human resources, work design at both the micro and macro levels, and how it transforms inputs into outputs. Organizational behavior draws from various disciplines like psychology, sociology, and management to understand human behavior in organizational settings. It examines individuals and systems using both internal and external perspectives.
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.
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.
This document provides an overview of organizational structure and design. It discusses the purposes of organizing work into jobs and departments. It defines organizational structure and organizational design, outlining six key elements of design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Different types of departmentalization and their advantages/disadvantages are presented. Contingency factors that influence organizational design such as strategy, size, technology, and environment are also covered.
The document 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.
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 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.
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.
Human Behavior in Organization by: Prof. JennyJay Gonzales
An organization is a structured group of individuals and groups working together to meet an agreed upon goal. An organization consists of its mission, human resources, work design at both the micro and macro levels, and how it transforms inputs into outputs. Organizational behavior draws from various disciplines like psychology, sociology, and management to understand human behavior in organizational settings. It examines individuals and systems using both internal and external perspectives.
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.
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.
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.
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 organizational structure and design. It defines organizational structure as the hierarchy of people and departments in an organization and how information flows. Structure is important as it ensures efficient operations and defines roles and responsibilities. There are different types of structures like functional, line, and matrix. Key components of structure include work specification, departmentalization, chain of command, span of control, and centralization vs decentralization. Structure influences behavior, relationships, and goal-oriented work. Proper structure is important for good performance while poor structure makes it impossible.
This document discusses job analysis and design. It defines job analysis as determining all pertinent information about a specific job. The main methods of job analysis are observation, interviews, questionnaires, and diaries. Job analysis is used to create job descriptions and specifications, and inform selection, training, performance reviews, and design. Job design structuring work activities and responsibilities. Approaches to design include engineering, human relations, and job characteristics models. Modern techniques incorporate flexibility like job rotation, enlargement, enrichment, and telecommuting.
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 chapter discusses organizing as the process of grouping people and tasks to achieve goals. It defines organizing and examines it as a process. The chapter also covers types of organization structures like line, line and staff, and functional. It discusses organization charts, departmentation, centralization vs decentralization, and the relationships between line and staff. The key goals of organizing are establishing responsibility, communication, and performance measurement.
The document discusses the concepts of organizing, including defining organizing as the process of arranging work, authority, and resources to achieve organizational goals. It covers principles of organization like unity of command and span of control, and different types of organizational structures such as functional, divisional, and matrix structures. The document also examines concepts related to organizing like responsibility, authority, and centralization versus decentralization.
This document outlines the key topics that will be covered in a course on organizational behavior, including why OB is studied, what organizations are, emerging trends in the field, and several anchors that frame the study of OB. It also defines several important concepts in OB, such as intellectual capital, knowledge management, and organizational memory.
The document discusses key elements of organizational design. It lists the names of group members and their presentation topic as organizing. It then defines organizing and organizational structure. There are six key elements of organizational design discussed - work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. Each element is further explained, such as the different types of departmentalization and their definitions.
It shows basic information about Personality and values chapter 5 slide to do a presentation. It happens to create one to generate new slides. or it could help one do one study as well.
Human Behavior in Organization discusses the importance of understanding how people behave individually and in groups within organizations. It describes key concepts like individual differences, perception, motivation, needs, and group dynamics. The document outlines several theories of motivation including Maslow's hierarchy of needs, ERG theory, and Herzberg's two-factor theory. It also discusses management of organizational culture and classifications of culture by researchers like Hofstede, Deal and Kennedy, Handy, and Schein. The management of conflict is also briefly mentioned.
This document provides an overview of organizational behavior (OB). It defines OB as the systematic study of how individuals and groups act within organizations. The goals of OB are to describe, understand, predict, and control human behavior in organizations. Key forces that affect organizations are people, structure, technology, and the external environment. OB draws from multiple contributing disciplines including psychology, sociology, and social psychology. Fundamental concepts of OB include the nature of people and organizations. Models of OB help explain organizational behavior. Organizational culture and social systems frameworks are also discussed. Approaches to and limitations of OB are presented.
This document discusses the nature and types of organizations. It defines an organization as a collection of people who work together to achieve common goals. An organization can be formal, with well-defined roles and hierarchies, or informal, consisting of interpersonal relationships. The key principles of organizations discussed are division of labor, unity of command, authority and responsibility, and span of control. The document also examines public sector, private sector, and non-governmental organizations, as well as different organizational structures like flat, functional, divisional, and matrix structures.
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.
The document discusses organizational structure and culture. It describes classical organization theory, including scientific management by Taylor, administrative management by Fayol, and bureaucratic management by Weber. It then covers organizational design elements like departmentalization and spans of control. The document also discusses creating and sustaining organizational culture through behaviors, values, assumptions and socialization practices. It addresses creativity and innovation in organizations.
This chapter discusses attitudes and job satisfaction. It defines attitudes as evaluative statements that can be favorable or unfavorable about objects, people or events. Attitudes have three main components - cognitive, affective, and behavioral. The chapter explores how attitudes relate to behavior and the relationship between cognitive dissonance and reducing inconsistencies. It also examines how job satisfaction, involvement, empowerment, and other job attitudes are measured and what causes job satisfaction. Managers are advised to focus on making work interesting in order to improve attitudes.
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 theories and management concepts. It begins by defining key terms like management, organization, and theories. It then summarizes three classic organization theories: classical, neoclassical, and modern structural. It also outlines principles and approaches within each theory. The document discusses strengths and weaknesses of each theory. Finally, it explores levels of management, management functions, skills, and styles.
Managers assume multiple roles to meet the demands of their functions. Henry Mintzberg identified ten common managerial roles divided into three groups: interpersonal, informational, and decisional. The three interpersonal roles are figurehead, leader, and liaison, which are primarily concerned with interpersonal relationships. The three informational roles are disseminator, spokesperson, and monitor, which are primarily concerned with the information aspects of managerial work. The four decisional roles are entrepreneur, disturbance handler, resource allocator, and negotiator, which revolve around making choices.
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 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.
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 organizational structure and design. It defines organizational structure as the hierarchy of people and departments in an organization and how information flows. Structure is important as it ensures efficient operations and defines roles and responsibilities. There are different types of structures like functional, line, and matrix. Key components of structure include work specification, departmentalization, chain of command, span of control, and centralization vs decentralization. Structure influences behavior, relationships, and goal-oriented work. Proper structure is important for good performance while poor structure makes it impossible.
This document discusses job analysis and design. It defines job analysis as determining all pertinent information about a specific job. The main methods of job analysis are observation, interviews, questionnaires, and diaries. Job analysis is used to create job descriptions and specifications, and inform selection, training, performance reviews, and design. Job design structuring work activities and responsibilities. Approaches to design include engineering, human relations, and job characteristics models. Modern techniques incorporate flexibility like job rotation, enlargement, enrichment, and telecommuting.
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 chapter discusses organizing as the process of grouping people and tasks to achieve goals. It defines organizing and examines it as a process. The chapter also covers types of organization structures like line, line and staff, and functional. It discusses organization charts, departmentation, centralization vs decentralization, and the relationships between line and staff. The key goals of organizing are establishing responsibility, communication, and performance measurement.
The document discusses the concepts of organizing, including defining organizing as the process of arranging work, authority, and resources to achieve organizational goals. It covers principles of organization like unity of command and span of control, and different types of organizational structures such as functional, divisional, and matrix structures. The document also examines concepts related to organizing like responsibility, authority, and centralization versus decentralization.
This document outlines the key topics that will be covered in a course on organizational behavior, including why OB is studied, what organizations are, emerging trends in the field, and several anchors that frame the study of OB. It also defines several important concepts in OB, such as intellectual capital, knowledge management, and organizational memory.
The document discusses key elements of organizational design. It lists the names of group members and their presentation topic as organizing. It then defines organizing and organizational structure. There are six key elements of organizational design discussed - work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. Each element is further explained, such as the different types of departmentalization and their definitions.
It shows basic information about Personality and values chapter 5 slide to do a presentation. It happens to create one to generate new slides. or it could help one do one study as well.
Human Behavior in Organization discusses the importance of understanding how people behave individually and in groups within organizations. It describes key concepts like individual differences, perception, motivation, needs, and group dynamics. The document outlines several theories of motivation including Maslow's hierarchy of needs, ERG theory, and Herzberg's two-factor theory. It also discusses management of organizational culture and classifications of culture by researchers like Hofstede, Deal and Kennedy, Handy, and Schein. The management of conflict is also briefly mentioned.
This document provides an overview of organizational behavior (OB). It defines OB as the systematic study of how individuals and groups act within organizations. The goals of OB are to describe, understand, predict, and control human behavior in organizations. Key forces that affect organizations are people, structure, technology, and the external environment. OB draws from multiple contributing disciplines including psychology, sociology, and social psychology. Fundamental concepts of OB include the nature of people and organizations. Models of OB help explain organizational behavior. Organizational culture and social systems frameworks are also discussed. Approaches to and limitations of OB are presented.
This document discusses the nature and types of organizations. It defines an organization as a collection of people who work together to achieve common goals. An organization can be formal, with well-defined roles and hierarchies, or informal, consisting of interpersonal relationships. The key principles of organizations discussed are division of labor, unity of command, authority and responsibility, and span of control. The document also examines public sector, private sector, and non-governmental organizations, as well as different organizational structures like flat, functional, divisional, and matrix structures.
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.
The document discusses organizational structure and culture. It describes classical organization theory, including scientific management by Taylor, administrative management by Fayol, and bureaucratic management by Weber. It then covers organizational design elements like departmentalization and spans of control. The document also discusses creating and sustaining organizational culture through behaviors, values, assumptions and socialization practices. It addresses creativity and innovation in organizations.
This chapter discusses attitudes and job satisfaction. It defines attitudes as evaluative statements that can be favorable or unfavorable about objects, people or events. Attitudes have three main components - cognitive, affective, and behavioral. The chapter explores how attitudes relate to behavior and the relationship between cognitive dissonance and reducing inconsistencies. It also examines how job satisfaction, involvement, empowerment, and other job attitudes are measured and what causes job satisfaction. Managers are advised to focus on making work interesting in order to improve attitudes.
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 theories and management concepts. It begins by defining key terms like management, organization, and theories. It then summarizes three classic organization theories: classical, neoclassical, and modern structural. It also outlines principles and approaches within each theory. The document discusses strengths and weaknesses of each theory. Finally, it explores levels of management, management functions, skills, and styles.
Managers assume multiple roles to meet the demands of their functions. Henry Mintzberg identified ten common managerial roles divided into three groups: interpersonal, informational, and decisional. The three interpersonal roles are figurehead, leader, and liaison, which are primarily concerned with interpersonal relationships. The three informational roles are disseminator, spokesperson, and monitor, which are primarily concerned with the information aspects of managerial work. The four decisional roles are entrepreneur, disturbance handler, resource allocator, and negotiator, which revolve around making choices.
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.
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.
This document discusses organizational structure and design. It defines key elements of organizational structure including work specialization, departmentalization, chain of command, and span of control. The document also contrasts mechanistic and organic organizational structures and discusses common organizational designs. Organizational structure is important as it divides work into jobs, coordinates tasks, and establishes relationships within the organization.
This document provides an overview of organizational structure and design from a management textbook. It defines key terms related to organizing work within a company such as departmentalization, chain of command, span of control, and centralization/decentralization. It also discusses traditional views of specialization and contrasts mechanistic and organic structures. Common structural designs like functional, divisional and matrix are introduced. Contingency factors that influence structural decisions such as strategy, size, technology and environment are also summarized.
This document provides an overview of organizational structure and design. It defines key terms like organizational structure, organizational design, and departmentalization. It discusses traditional elements of structure like work specialization, chain of command, and span of control. It also covers contemporary structures like mechanistic versus organic designs and contingency factors that influence structure. Finally, it examines common traditional designs like simple, functional and divisional structures and contemporary designs. The overall document serves as a chapter outline and introduction to concepts of organizational structure and design.
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.
This document discusses different types of organisational structures. It begins by defining organisation and organisational structure. It then covers the purpose and principles of organising. The key types of organisational structures discussed are line, line and staff, functional, project, matrix, network and committee structures. For each structure, the document outlines its characteristics and suitability for different business organisations.
Organising is a key management function that ensures the smooth running of an organisation. It establishes structure and relationships between positions to facilitate effective teamwork. There are different perspectives on organisation, including as a group of people, a structure of relationships, a management function, and an ongoing process. Effective organisation requires principles such as division of labour, coordination, authority and responsibility structures, and objectives. The organisation structure shows reporting relationships and is an important tool but must remain dynamic to adapt to changes. Both formal and informal organisation structures naturally emerge in a workplace.
Role analysis is the process of obtaining information to define roles through role profiles. A role refers to competencies and outcomes, while a job consists of tasks and responsibilities. Role analysis contributes to job evaluation, market analysis, pay structures, and performance management. It involves collecting data on roles through interviews and questionnaires. Role profiles define key result areas, responsibilities, required knowledge and skills. Grade and pay structures provide frameworks to implement pay policies, define job hierarchies and pay levels, and manage pay relativities and processes. Common structures include narrow-graded, broad-graded, broad-banded, career families, and combined structures using families or bands with pay spines.
The document discusses key organizational principles such as departmentalization, authority structures, job design, prioritization, and delegation. It provides explanations of different types of departmentalization including functional, product, and matrix. It also describes the differences between centralized and decentralized authority, as well as line and staff authority. Methods for setting task priorities and properly delegating work are presented.
This document discusses organizational structure and design. It covers key elements of organizational design, including work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. It also discusses traditional and contemporary organizational designs such as functional, divisional, team, and matrix structures. The purposes and types of organizational structures are defined along with their strengths and weaknesses.
Chapter 9 management (10 th edition) by robbins and coulterMd. Abul Ala
The document discusses organizational structure and design. It covers key elements of design like work specialization, departmentalization, chain of command, span of control, and centralization. Traditional designs include functional and divisional structures. Contemporary designs incorporate teams, matrices, projects, and boundaryless approaches. Challenges involve keeping employees connected, building learning organizations, and managing global issues.
Organisation involves determining activities, arranging them into units, and assigning roles and responsibilities. It is important for attaining objectives, defining hierarchies and responsibilities, and minimizing friction. There are formal and informal structures. Formal structures include organization charts showing divisions of work, reporting relationships, and communication channels. Informal structures comprise unofficial working relationships. Common structures include functional (grouping similar tasks), divisional (grouping by product, geography, customers, or process), matrix (combining functional and divisional), team, network, and entrepreneurial. The choice of structure impacts organizational culture and ability to change directions.
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.
Chapter 4- Organisational Structure and Design.pdfabdulfetah2
The document discusses organizational structure and design. It begins by outlining learning objectives related to organizing, organization types, organizational structure, key structural elements, and common organization designs. It then defines organizing and organizational structure, explaining that structure is created through organizing and design. The key structural elements that define structure are identified as work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Common traditional designs include simple, functional and divisional structures, while contemporary designs include team, matrix and boundaryless organizations. The impacts and determinants of structure are also addressed.
This document provides an overview of a management course, including the course credit hours, instructor information, exam structure, and a learning outline for Chapter 1. The learning outline summarizes key topics from Chapter 1, such as defining management, classifying managers, describing management functions and roles, skills required for managers, and how the manager's job is changing with a focus on customers and innovation.
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.
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During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
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Organizational structure and design
1. ninth edition
STEPHEN P. ROBBINS
PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook
The University of West AlabamaThe University of West Alabama
MARY COULTER
OrganizationalOrganizational
Structure and DesignStructure and Design
ChapterChapter
1010
2. 10–2
L E A R N I N G O U T L I N EL 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.Follow this Learning Outline as you read and study this chapter.
Defining Organizational StructureDefining Organizational Structure
• Describe each of the five forms of departmentalization.Describe each of the five forms of departmentalization.
• Explain cross-functional teams.Explain cross-functional teams.
• Differentiate, authority, responsibility, and unity ofDifferentiate, authority, responsibility, and unity of
command.command.
• Tell what factors influence the amount of centralizationTell what factors influence the amount of centralization
and decentralization.and decentralization.
• Explain how formalization is used in organizationalExplain how formalization is used in organizational
design.design.
3. 10–3
L E A R N I N G O U T L I N E (cont’d)L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.
Organizational Design DecisionsOrganizational Design Decisions
• Contrast mechanistic and organic organizations.Contrast mechanistic and organic organizations.
• Explain the relationship between strategy and structure.Explain the relationship between strategy and structure.
• Tell how organizational size affects organizational design.Tell how organizational size affects organizational design.
• Relationship of technology and structure.Relationship of technology and structure.
• Explain how environmental uncertainty affectsExplain how environmental uncertainty affects
organizational design.organizational design.
4. 10–4
L E A R N I N G O U T L I N E (cont’d)L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.
Common Organizational DesignsCommon Organizational Designs
• Contrast the three traditional organizational designs.Contrast the three traditional organizational designs.
• Explain team, matrix, and project structures.Explain team, matrix, and project structures.
• Describe the design of virtual and network organizations.Describe the design of virtual and network organizations.
5. 10–5
Defining Organizational StructureDefining Organizational Structure
• Organizational StructureOrganizational Structure
The formal arrangement of jobs within an organization.The formal arrangement of jobs within an organization.
The formal configuration between individuals andThe formal configuration between individuals and
groups with respect to the allocation of tasks,groups with respect to the allocation of tasks,
responsibilities, and authorities within organizations.responsibilities, and authorities within organizations.
• Organizational Chart:Organizational Chart:
A diagram representing the connections betweenA diagram representing the connections between
the various departments within an organization:the various departments within an organization:
a graphic representation of organizational design.a graphic representation of organizational design.
6. 10–6
Defining Organizational StructureDefining Organizational Structure
• Organizational DesignOrganizational Design
It is a formal, guided process for integrating theIt is a formal, guided process for integrating the
people, information and technology of anpeople, information and technology of an
organization.organization.
A process involving decisions about six key elements:A process involving decisions about six key elements:
Work specializationWork specialization
DepartmentalizationDepartmentalization
Chain of commandChain of command
Span of controlSpan of control
Centralization and decentralizationCentralization and decentralization
FormalizationFormalization
7. 10–7
Exhibit 10–1Exhibit 10–1 Purposes of OrganizingPurposes of Organizing
• Divides work to be done into specific jobs and
departments.
• Assigns tasks and responsibilities associated with
individual jobs.
• Coordinates diverse organizational tasks.
• Clusters jobs into units.
• Establishes relationships among individuals,
groups, and departments.
• Establishes formal lines of authority.
• Allocates and deploys organizational resources.
8. 10–8
Organizational StructureOrganizational Structure
• Work SpecializationWork Specialization
The degree to which tasks in the organization areThe degree to which tasks in the organization are
divided into separate jobs with each step completeddivided into separate jobs with each step completed
by a different person.by a different person.
Overspecialization can result in human diseconomiesOverspecialization can result in human diseconomies
from boredom, fatigue, stress, poor quality, increasedfrom boredom, fatigue, stress, poor quality, increased
absenteeism, and higher turnover.absenteeism, and higher turnover.
9. 10–9
Departmentalization by TypeDepartmentalization by Type
It is the basis by which jobs are grouped together. For instanceIt is the basis by which jobs are grouped together. For instance
every organization has its own specific way of classifying andevery organization has its own specific way of classifying and
grouping work activities.grouping work activities.
• FunctionalFunctional
Grouping jobs byGrouping jobs by
functions performedfunctions performed
• ProductProduct
Grouping jobs by productGrouping jobs by product
lineline
• GeographicalGeographical
Grouping jobs on theGrouping jobs on the
basis of territory orbasis of territory or
geographygeography
• ProcessProcess
Grouping jobs on theGrouping jobs on the
basis of product orbasis of product or
customer flowcustomer flow
• CustomerCustomer
Grouping jobs by type ofGrouping jobs by type of
customer and needscustomer and needs
10. 10–10
Exhibit 10–2Exhibit 10–2 Functional DepartmentalizationFunctional Departmentalization
• Advantages
• Efficiencies from putting together similar specialties and
people with common skills, knowledge, and orientations
• Coordination within functional area
• In-depth specialization
• Disadvantages
• Poor communication across functional areas
• Limited view of organizational goals
M a n u f a c t u r i n g S a l e s R & D A c c o u n t i n g &
F i n a n c e
C E O
11. 10–11
Exhibit 10–2 (cont’d)Exhibit 10–2 (cont’d) Geographical DepartmentalizationGeographical Departmentalization
• Advantages
• More effective and efficient handling of specific
regional issues that arise
• Serve needs of unique geographic markets better
• Disadvantages
• Duplication of functions
• Can feel isolated from other organizational areas
12. 10–12
Exhibit 10–2 (cont’d)Exhibit 10–2 (cont’d) Product DepartmentalizationProduct Departmentalization
+ Allows specialization in particular products and services
+ Managers can become experts in their industry
+ Closer to customers
– Duplication of functions
– Limited view of organizational goals
M a n u f a a c t u r i n g S a l e s
S o u p
D i v i s i o n
M a n u f a c t u r i n g S a l e s
N u t s
D i v i s i o n
C E O
13. 10–13
Exhibit 10–2 (cont’d)Exhibit 10–2 (cont’d) Process DepartmentalizationProcess Departmentalization
+ More efficient flow of work activities
– Can only be used with certain types of products
14. 10–14
Exhibit 10–2 (cont’d)Exhibit 10–2 (cont’d) Customer DepartmentalizationCustomer Departmentalization
+ Customers’ needs and problems can be met by specialists
- Duplication of functions
- Limited view of organizational goals
15. 10–15
Organization Structure (cont’d)Organization Structure (cont’d)
• Chain of CommandChain of Command
The continuous line of authority that extends fromThe continuous line of authority that extends from
upper levels of an organization to the lowest levels ofupper levels of an organization to the lowest levels of
the organization and clarifies who reports to who.the organization and clarifies who reports to who.
16. 10–16
Organization Structure (cont’d)Organization Structure (cont’d)
• AuthorityAuthority
The rights inherent in a managerial position to tellThe rights inherent in a managerial position to tell
people what to do and to expect them to do it.people what to do and to expect them to do it.
• ResponsibilityResponsibility
The obligation or expectation to perform.The obligation or expectation to perform.
• Unity of CommandUnity of Command
The concept that a person should have one boss andThe concept that a person should have one boss and
should report only to that person.should report only to that person.
17. 10–17
Organization Structure (cont’d)Organization Structure (cont’d)
• Span of ControlSpan of Control
The number of employees who can be effectively andThe number of employees who can be effectively and
efficiently supervised by a manager.efficiently supervised by a manager.
Width of span is affected by:Width of span is affected by:
Skills and abilities of the managerSkills and abilities of the manager
Employee characteristicsEmployee characteristics
Characteristics of the work being doneCharacteristics of the work being done
Similarity of tasksSimilarity of tasks
Complexity of tasksComplexity of tasks
Physical proximity of subordinatesPhysical proximity of subordinates
Standardization of tasksStandardization of tasks
18. 10–18
Organization Structure (cont’d)Organization Structure (cont’d)
• CentralizationCentralization
The degree to which decision-making is concentratedThe degree to which decision-making is concentrated
at a single point in the organizations.at a single point in the organizations.
Organizations in which top managers make all the decisionsOrganizations in which top managers make all the decisions
and lower-level employees simply carry out those orders.and lower-level employees simply carry out those orders.
• DecentralizationDecentralization
Organizations in which decision-making is pushedOrganizations in which decision-making is pushed
down to the managers who are closest to the action.down to the managers who are closest to the action.
• Employee EmpowermentEmployee Empowerment
Increasing the decision-making authority (power) ofIncreasing the decision-making authority (power) of
employees.employees.
19. 10–19
Exhibit 10–4Exhibit 10–4 Factors that Influence the Amount of CentralizationFactors that Influence the Amount of Centralization
• More CentralizationMore Centralization
Environment is stable.Environment is stable.
Lower-level managers are not as capable or experienced atLower-level managers are not as capable or experienced at
making decisions as upper-level managers.making decisions as upper-level managers.
Lower-level managers do not want to have a say in decisions.Lower-level managers do not want to have a say in decisions.
Decisions are relatively minor.Decisions are relatively minor.
Organization is facing a crisis or the risk of company failure.Organization is facing a crisis or the risk of company failure.
Company is large.Company is large.
Effective implementation of company strategies depends onEffective implementation of company strategies depends on
managers retaining say over what happens.managers retaining say over what happens.
20. 10–20
Exhibit 10–4 (cont’d)Exhibit 10–4 (cont’d) Factors that Influence the Amount of CentralizationFactors that Influence the Amount of Centralization
• More DecentralizationMore Decentralization
Environment is complex, uncertain.Environment is complex, uncertain.
Lower-level managers are capable and experienced at makingLower-level managers are capable and experienced at making
decisions.decisions.
Lower-level managers want a voice in decisions.Lower-level managers want a voice in decisions.
Decisions are significant.Decisions are significant.
Corporate culture is open to allowing managers to have a say inCorporate culture is open to allowing managers to have a say in
what happens.what happens.
Company is geographically dispersed.Company is geographically dispersed.
Effective implementation of company strategies depends onEffective implementation of company strategies depends on
managers having involvement and flexibility to make decisions.managers having involvement and flexibility to make decisions.
21. 10–21
Organization Structure (cont’d)Organization Structure (cont’d)
• FormalizationFormalization
The degree to which jobs within the organization areThe degree to which jobs within the organization are
standardized and the extent to which employeestandardized and the extent to which employee
behavior is guided by rules and procedures.behavior is guided by rules and procedures.
Highly formalized jobs offer little discretion over what is to beHighly formalized jobs offer little discretion over what is to be
done.done.
Low formalization means fewer constraints on howLow formalization means fewer constraints on how
employees do their work.employees do their work.
22. 10–22
Models of Organizational DesignModels of Organizational Design
• Mechanistic OrganizationMechanistic Organization
A rigid and tightly controlledA rigid and tightly controlled
structurestructure
High specializationHigh specialization
Rigid departmentalizationRigid departmentalization
Narrow spans of controlNarrow spans of control
High formalizationHigh formalization
Limited information networkLimited information network
(downward)(downward)
Low decision participationLow decision participation
• Organic OrganizationOrganic Organization
Highly flexible andHighly flexible and
adaptable structureadaptable structure
Non-standardized jobsNon-standardized jobs
Fluid team-based structureFluid team-based structure
Little direct supervisionLittle direct supervision
Minimal formal rulesMinimal formal rules
Open communicationOpen communication
networknetwork
Empowered employeesEmpowered employees
23. 10–23
Exhibit 10–5Exhibit 10–5 Mechanistic versus Organic OrganizationMechanistic versus Organic Organization
• High specialization
• Rigid departmentalization
• Clear chain of command
• Narrow spans of control
• Centralization
• High formalization
• Cross-functional teams
• Cross-hierarchical teams
• Free flow of information
• Wide spans of control
• Decentralization
• Low formalization
24. 10–24
Contingency FactorsContingency Factors
• Structural decisions are influenced by:Structural decisions are influenced by:
Overall strategy of the organizationOverall strategy of the organization
Organizational structure follows strategy.Organizational structure follows strategy.
Size of the organizationSize of the organization
Firms change from organic to mechanistic organizations asFirms change from organic to mechanistic organizations as
they grow in size.they grow in size.
Technology use by the organizationTechnology use by the organization
Firms adapt their structure to the technology they use.Firms adapt their structure to the technology they use.
Degree of environmental uncertaintyDegree of environmental uncertainty
Dynamic environments require organic structures;Dynamic environments require organic structures;
mechanistic structures need stable environments.mechanistic structures need stable environments.
25. 10–25
Common Organizational DesignsCommon Organizational Designs
• Traditional DesignsTraditional Designs
Simple structureSimple structure
Low departmentalization, wide spans of control, centralizedLow departmentalization, wide spans of control, centralized
authority, little formalizationauthority, little formalization
Functional structureFunctional structure
Departmentalization by functionDepartmentalization by function
– Operations, finance, human resources, and productOperations, finance, human resources, and product
research and developmentresearch and development
Divisional structureDivisional structure
Composed of separate business units or divisions with limitedComposed of separate business units or divisions with limited
autonomy under the coordination and control the parentautonomy under the coordination and control the parent
corporation.corporation.
26. 10–26
Exhibit 10–7Exhibit 10–7 Strengths and Weaknesses of TraditionalStrengths and Weaknesses of Traditional
Organizational DesignsOrganizational Designs
27. 10–27
Exhibit 10–8Exhibit 10–8 Contemporary Organizational DesignsContemporary Organizational Designs
Team StructureTeam Structure
•• What it is:What it is: A structure in which the entire organization is made up ofA structure in which the entire organization is made up of
work groups or teams.work groups or teams.
•• Advantages:Advantages: Employees are more involved and empowered. ReducedEmployees are more involved and empowered. Reduced
barriers among functional areas.barriers among functional areas.
•• Disadvantages:Disadvantages: No clear chain of command. Pressure on teams to perform.No clear chain of command. Pressure on teams to perform.
Matrix-Project StructureMatrix-Project Structure
What it is:What it is: A structure that assigns specialists from different functionalA structure that assigns specialists from different functional
areas to work on projects but who return to their areas whenareas to work on projects but who return to their areas when
the project is completed. Project is a structure in whichthe project is completed. Project is a structure in which
employees continuously work on projects. As one project isemployees continuously work on projects. As one project is
completed, employees move on to the next project.completed, employees move on to the next project.
•• Advantages:Advantages: Fluid and flexible design that can respond to environmentalFluid and flexible design that can respond to environmental
changes. Faster decision making.changes. Faster decision making.
•• Disadvantages:Disadvantages: Complexity of assigning people to projects. Task andComplexity of assigning people to projects. Task and
personality conflicts.personality conflicts.
28. 10–28
Exhibit 10–8 (cont’d)Exhibit 10–8 (cont’d) Contemporary Organizational DesignsContemporary Organizational Designs
Boundaryless StructureBoundaryless Structure
What it is:What it is: A structure that is not defined by or limited to artificialA structure that is not defined by or limited to artificial
horizontal, vertical, or external boundaries; includes virtualhorizontal, vertical, or external boundaries; includes virtual
and network types of organizations.and network types of organizations.
•• Advantages:Advantages: Highly flexible and responsive. Draws on talent wherever it’sHighly flexible and responsive. Draws on talent wherever it’s
found..found..
•• Disadvantages:Disadvantages: Lack of control. Communication difficulties..Lack of control. Communication difficulties..
29. 10–29
Organizational Designs (cont’d)Organizational Designs (cont’d)
• Contemporary Organizational DesignsContemporary Organizational Designs
Team structuresTeam structures
The entire organization is made up of work groups or self-The entire organization is made up of work groups or self-
managed teams of empowered employees.managed teams of empowered employees.
Matrix and project structuresMatrix and project structures
Specialists from different functional departments areSpecialists from different functional departments are
assigned to work on projects led by project managers.assigned to work on projects led by project managers.
Matrix and project participants have two managers.Matrix and project participants have two managers.
In project structures, employees work continuously onIn project structures, employees work continuously on
projects; moving on to another project as each project isprojects; moving on to another project as each project is
completed.completed.
31. 10–31
Organizational Designs (cont’d)Organizational Designs (cont’d)
• Contemporary Organizational Designs (cont’d)Contemporary Organizational Designs (cont’d)
Boundaryless OrganizationBoundaryless Organization
An flexible and unstructured organizational design that isAn flexible and unstructured organizational design that is
intended to break down external barriers between theintended to break down external barriers between the
organization and its customers and suppliers.organization and its customers and suppliers.
Removes internal (horizontal) boundaries:Removes internal (horizontal) boundaries:
– Eliminates the chain of commandEliminates the chain of command
– Has limitless spans of controlHas limitless spans of control
– Uses empowered teams rather than departmentsUses empowered teams rather than departments
Eliminates external boundaries:Eliminates external boundaries:
– Uses virtual, network, and modular organizationalUses virtual, network, and modular organizational
structures to get closer to stakeholders.structures to get closer to stakeholders.