The document discusses organizational structure and its key elements. It explains that organizational structure refers to how individual work is coordinated to achieve organizational goals. Structure provides coordination systems like reporting lines and formal communication channels. Organizations can have different structures with advantages and disadvantages. Structure is often represented by organizational charts that illustrate management levels, scopes of authority, and how activities are grouped. The basic elements that define an organizational structure are also outlined. The document also discusses mechanistic versus organic management systems and provides examples of structures in educational organizations.

1. Organizational Structure

2. • Organizational Structure refers to
how individual and team work
within an organization are
coordinated.
• To achieve organizational goals and
objectives, individual work needs to
be coordinated and managed.

3. • Structure is a valuable tool in
framing coordination system.
(who reports to whom), mean
formal communication
channels, and describes how
separate actions of individuals
are linked together.

4. • Organizations can function within a
number of different structures, each
possessing distinct advantages and
disadvantages.
• Although any structure that is not
properly managed will carry
problems and issues, some
organizational models are better
equipped for particular
environments and tasks.

5. Concept of Organizational Chart
• Organization structure may be presented in
the form of on organization chart that shows
all the positions in an organization and their
formal relationships to one another.
• It illustrates an organization’s overall shape
and the levels of management in a
comprehensible manner.
• The organization chart of a typical company
structured is built on functional basis.

6. Basic Elements of Structure
The hierarchical structure that is typical of most
organizations;
- The number of management levels;
- Scope of authority and status of the individuals as
indicated by the location of their position in relation
to other positions;
- How an organisation’s activities are grouped in terms
of departments
(whether by function, by product, territory and so on);
- The work being done in each position (indicated by
the labels in the boxes);

7. - Interaction of people as indicated by the
horizontal and vertical lines connecting various
positions/ departments;
- Relationships between superiors and
subordinates in terms of who reports to whom,
that is, the chain of command;
- How many subordinates report directly to each
manager, that is the span of management;
- Career progression, and
- Formal channels of communication (indicated by
the connecting lines).

8. Organic and Mechanistic
Organizations

9. Mechanistic Management System
• The specialized differentiation of
functional tasks into which the problems
and tasks facing the concern as a whole
are broken down.
• Abstract nature of each individual task.
• Reconciliation, for each level in the
hierarchy, of these distinct performances
by the immediate superiors

10. • Definition of rights and obligations and
technical methods attached to each
functional role.
• The translation of rights and obligations
and methods into the responsibilities of a
functional position.
• Hierarchic structure of control, authority,
and communication.
• Tendency for interaction between
members of the concern to be vertical

11. Organic Management System
• The contributive nature of special knowledge
and experience to the common task of the
concern.
• The “realistic” nature of the individual task,
which is seen as set by the total situation of
the concern.
• The adjustment and continual re-definition of
individual tasks through interaction with
others.

12. • The shedding of “responsibility” as a limited field
of rights, obligations, and methods.
• The spread of commitment to concern beyond
any technical definition.
• A network structure of control, authority, and
communication.
• Omniscience no longer imputed to the head of
the concern; knowledge about the technical or
commercial nature of the here and now task may
be located anywhere in the network; this location
becoming the ad hoc center of control authority
and communication.

13. structures in educational
organizations
In school structure we Deals with :
- Human Resources (Teaching and non teaching
staff)
- Curriculum (Scheme of studies)
- Communication (Reporting mechanism)
- Resources and Finance
- Discipline
- Record Keeping (School record)
- Guidance and counselling system

14. Different type of School
Organizations
(autonomous Bodies)

15. Board of Directors / Trustee / Governor
Principal
Vice Principal
Teaching staff
Non Teaching Staff.

16. Ghazali Education Trust
Organization’s Structure

18. Organization structure of
department of Higher Education
Punjab

20. Organization structure of
Department of Elementary and
secondary school Education KPK

22. Managing Organizational Culture
and Ethics

23. Organizational Culture
Selection
• how well the candidates will fit into the
organization
• Provides information to candidates about the
organization
Top Management
• Senior executives help establish behavioral norms
that are adopted by the organization
Socialization
• The process that helps new employees adapt to
the organization’s culture

24. Stories
Anchor the present into the past and provide
explanations and legitimacy for current practices
Rituals
Repetitive sequences of activities that express and
reinforce the key values of the organization
Material Symbols
Acceptable attire, office size, opulence of the office
furnishings, and executive perks that convey to
employees who is important in the organization
Language
Jargon and special ways of expressing one’s self to
indicate membership in the organization

25. Organizational Ethics
• Emphasize top management’s
commitment.
• Publish an ethics code.
• Establish compliance mechanisms.
• Involve personnel at all levels.
• Train employees.
• Measure results.