The document discusses organizational structure and design, detailing how tasks are divided, grouped, and coordinated within an organization. It highlights six key elements, including work specialization, departmentalization, chain of command, span of control, centralization, and formalization, along with different organizational structures such as simple structure, bureaucracy, and matrix structure. Each structure has distinct characteristics regarding authority, departmentalization, and decision-making processes.

1. Organizational
Structure and Design
Minhazur Rahman Rezvi
Development Studies
University of Dhaka

2. Organizational structure: how job tasks are
formally divided, grouped, and
coordinated.
Organizational design: The process an
organization is to be structured and
operated by it members in the most
efficient and effective way.

3. Six key elements of
Organizational structure:
Work specialization: describe the degree to which
tasks in the organization are subdivided into
separate jobs.
Departmentalization: The basis by which jobs are
grouped together. Ex: accounting, manufacturing.
Chain of command: A hierarchy of authority in
which each rank is accountable to the one directly
superior. It combination of authority and unity of
command. Ex: Militarily force

4. Span of control: The number of subordinates
a manager can efficiently and effectively direct.

5. Centralization: The degree to which
decision making is concentrated at a
single point in the organization.
Decentralization: Decision discretion is
pushed down to lower-level employees.
Formalization: The degree to which jobs
within the organization are standardized.

6. The Simple structure
 Low degree of departmentalization,
 Wide spans of control,
 Authority centralized in a single person,
 Less formalization.
 The simple structure is a “flat” organization
 Fast, flexible, inexpensive to maintain, and
accountability is clear.

7. The Bureaucracy
 Highly routine operating tasks achieved through
specialization
 Highly formalized rules and regulations
 Tasks that are grouped into functional
departments,
 Centralized authority,
 Narrow spans of control
 Decision making that follows the chain of
command.

8. The Matrix Structure
 Dual lines of authority.
 Combines functional and product
departmentalization.
 It breaks the unity-of-command concept.