The document discusses organizational structures and principles. It defines an organization as a social unit of people systematically structured to meet goals. There are four main types of organizational structures discussed - tall, flat, matrix, and boundaryless. The document also examines factors that influence organizational design such as environment, strategy, technology, and human resources. Finally, it provides guidelines for analyzing organizational structures in different contexts like divisions of nursing.
The present power point presentation explains the concepts of organisation, organisational structure, definition, types of organizational structure, line organization, functional organization, Line and staff organization, Matrix organization, Committee organization, Advantages, Disadvantages
The slide is about foundations of organizational structure. Here i have used a very simple design to complete it.Hope you will be benefited through it.Thank you.
Excellent leaders know how to apply structural principles to their particular situation and find a best structural fit. So, this lecture will help you achieve course objective number three: "Articulate various principles related to identifying organizational behavior." After completing the video, you should be able to identify the principle that will affect structural choices and this in turn will affect the behavior of your organization.
This presentation outlines our research and concept of introducing 'change management services' within a design consultancies service offerings.
We chose Hot Studio as the consultancy because of their unique position within the marketplace, a studio who offers strategy and digital design services as well as a small bridge into the physical design realm. This is a class project and is in no way professionally affiliated with Hot Studio.
The present power point presentation explains the concepts of organisation, organisational structure, definition, types of organizational structure, line organization, functional organization, Line and staff organization, Matrix organization, Committee organization, Advantages, Disadvantages
The slide is about foundations of organizational structure. Here i have used a very simple design to complete it.Hope you will be benefited through it.Thank you.
Excellent leaders know how to apply structural principles to their particular situation and find a best structural fit. So, this lecture will help you achieve course objective number three: "Articulate various principles related to identifying organizational behavior." After completing the video, you should be able to identify the principle that will affect structural choices and this in turn will affect the behavior of your organization.
This presentation outlines our research and concept of introducing 'change management services' within a design consultancies service offerings.
We chose Hot Studio as the consultancy because of their unique position within the marketplace, a studio who offers strategy and digital design services as well as a small bridge into the physical design realm. This is a class project and is in no way professionally affiliated with Hot Studio.
Strategic Management: Organizational DesignTriune Global
There are a number of factors that differentiate small-business operations from large-business operations, one of which is the implementation of a formal organizational structure. Organizational structure is important for any growing company to provide guidance and clarity on specific human resources issues, such as managerial authority. Small-business owners should begin thinking about a formal structure early in the growth stage of their business.
Comparison of Marketing Mix of IKEA in Four CountriesFatima Arshad
Report Contains Marketing Mix of IKEA. In this report there is comparison of 4Ps of IKEA in Four Countries i.e Sweden, UK, China and India.
This report is result of the efforts of four people.
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!
from this presentation you will easily understand about organization,organizational structure, types of organizational structures (tall,flat,virtual and boundary less organizational structures) plus features,importance and purpose of organizational structures,
departmentalization and its form
Chapter 6 Structuring for ImprovementObjectives .docxketurahhazelhurst
Chapter 6: Structuring for
Improvement
Objectives
• Understand the need to differentiate work roles
and tasks and different ways to achieve this goal.
• Appreciate the need to integrate work roles and
tasks.
• Be familiar with structural contingency theory.
• Be able to discuss different types of structures
(simple, machine bureaucracy, professional
bureaucracy, organic, and mechanistic).
• Understand structuring options that promote
organizational improvement.
Outline
• Dimensions of Organizational Structure
• Balancing Differentiation and Integration
• Structural Contingency Theory
• Types of Structures
• Structuring for Improvement and Value
Dimensions of Organizational
Structure
• Two dimensions of structure:
– Differentiation: the degree to which tasks and
workers are separated into different subunits.
– Integration: the degree to which seamless
coordination is achieved among subunits of a
system.
• Managers balance the need to split activities into
separate components and put them back in the
form of an integrated product.
Value of Differentiation
• Differentiation allows organizations to benefit from
specialization.
– This occurs when workers develop extensive
knowledge and experience around one particular
task or activity.
• Organizations make long-term decisions about
differentiation that are reflected in job descriptions
and the groupings of tasks and workers on an
organization chart.
– These decisions form the skeleton of an
organization or unit.
Ways to Differentiate
• Employees are typically assigned to units based
on the skill or knowledge that they bring to the
work setting.
• Example: If a clinic adds staff to handle
scheduling, billing, or custodial, the level of
differentiation increases.
• In a highly differentiated group or unit, workers’
tasks are specialized. One may clean rooms while
another stocks supplies. One may greet and
prepare customers for various services.
Who Must Worry About Integration?
• Units that are highly differentiated need to pay
attention to integration so all parts work toward a
joint goal.
• In small organizations that use routine and stable
technology, integration may not be a big issue.
• Example: the delivery of clinic services in a
community health setting calls for integrating the
activities of multiple clinical and clerical staff.
Ways to Integrate
• Aggregate all workers producing a particular
product, program, or service.
– Health care delivery facilities are often structured
around service lines such as Oncology.
– Product grouping satisfies a need to integrate
departments around a single product or service.
• Divisional groupings based on client categories
or geographic area.
– Helps organizations be more responsive to
particular groups of consumers.
Balance Differentiation and Integration
• Managers balance differentiation with
integration when structuring organizations.
• Struct ...
A presentation which discusses the basics of organizational structure. Created as a teaching resource for Organizational Behaviour unit of Pearson HND Business Management Program.
2. A social unit of people, systematically structured
and managed to meet a need or to pursue
collective goals on a continuing basis.
3. DEFINITIONS
• Organizing: the process by which managers
establish working relationships among employees
to achieve goals.
• Organizational Structure: formal system of task &
reporting relationships showing how workers use
resources.
• Organizational design: managers make specific
choices resulting in a given organizational
structure.
• Successful organizational design depends on the
organization’s unique situation
4. All Organizations have a management structure
that determines the relationships b/w
functions and positions and subdivides and
delegates roles, responsibilities and authority
to carry out defined tasks.
5. It is a framework within which an Organization
arranges it’s lines of authorities and
communications and allocates rights and
duties.
7. • Other names:- Hierarchial, centralized or
Bureaucratic structure.
• Large, complex organizations often require a
taller hierarchy.
• In its simplest form, a tall structure results in one
long chain of command similar to the military.
• As an organization grows, the number of
management levels increases and the structure
grows taller. In a tall structure, managers form
many ranks and each has a small area of control.
8.
9. • Other names:- Horizontal, Decentralization or
participatory structure)
• Flat structures have fewer management
levels, with each level controlling a broad area or
group.
• Flat organizations focus on empowering
employees rather than adhering to the chain of
command.
• By encouraging autonomy and self-direction, flat
structures attempt to tap into employees’
creative talents and to solve problems by
collaboration.
10.
11. Matrix Organizational Structure
• Managers group people by function and product
teams simultaneously.
• Results in a complex network of reporting
relationships.
• Very flexible and can respond rapidly to change.
• Each employee has two bosses which can cause
problems.
• Functional manager gives different directions
than product manager and employee cannot
satisfy both.
12. • Virtual organization can be thought of as a way in
which an organization uses information and
communication technologies to replace or
augment some aspect of the organization.
• People who are virtually organized primarily
interact by electronic means.
• For example, many customer help desks link
customers and consultants together via
telephone or the Internet and problems may be
solved without ever bringing people together
face-to-face.
13. • A boundary less Organizational structure is a
contemporary approach in Organizational design.
• It is an organization that is not defined by, or
limited to the horizontal, vertical or external
boundaries imposed by a pre-defined structure.
• It behaves more like an organism encouraging
better integration among employees and closer
partnership with stakeholders.
• It’s highly flexible and responsive and draws on
talent wherever it’s found.
14. • Determines the manner and extent to which
roles, power and responsibilities are
delegated.
• Depends on objectives and strategies.
• Acts as a perspective through which
individuals can see their organization and it’s
environment.
15. • Impacts effectiveness and efficiency.
• Reduces redundant actions.
• Promotes teamwork.
• Improves communication.
• Contributes to success or failure.
16. • Divides work to be done in specific jobs & dept.
• Assigns tasks and responsibilities associated with
individual jobs.
• Coordinates diverse organizational tasks.
• Establishes relationship b/w individuals, groups
and departments.
• Establishes formal lines of authority.
• Allocates organizational resources.
• Clusters jobs into units.
17.
18. Organizational Principles
The continuous line of
authority that extends from upper level of
organization to lowest level of organization
and clarifies who reports to whom.
The rights inherent in a managerial
position to tell people what to do and expect
them to do it.
19. Organizational principles
The obligation or expectation
to perform. Responsibility brings with it
accountability.
The concept that a person
should have one boss and should report only
to him.
The assignment of authority to
another person to carry out specific duties.
21. Factors Affecting Organizational
Design
Environment
Determine design
Strategy or organizational Technology
structure
Human Resources
22. Determinants of Structure
• The environment: The quicker the environment
changes, the more problems face managers.
• Structure must be more flexible when environmental
change is rapid.
• Usually need to decentralize authority.
• Strategy: Different strategies require the use of
different structures.
• A differentiation strategy needs a flexible
structure, low cost may need a more formal structure.
• Increased vertical integration or diversification also
requires a more flexible structure.
23. Determinants of Structure
• Technology: The combination of
skills, knowledge, tools, equipment, computers and
machines used in the organization.
• More complex technology makes it harder for managers to
regulate the organization. Technology can be measured by:
• Task Variety: new problems a manager encounters.
• Task Analyzability: programmed solutions available to a
manager to solve problems.
• High task variety and low analyzability present many
unique problems to managers.
• Flexible structure works best in these conditions.
• Low task variety and high analyzability allow managers to
rely on established procedures.
24. Determinants of Structure
• Human Resources: the final factor affecting
organizational structure.
• Higher skilled workers who need to work in
teams usually need a more flexible structure.
• Higher skilled workers often have professional
norms (CPA’s, physicians).
• Managers must take into account all four
factors (environment, strategy, technology and
human resources) when designing the structure
of the organization.
25. • When a company expands to
Supply goods or services
Produces variety of diff. products
Engage in several diff. markets
in such conditions the company can adopt
Departmentalization.
37. • Department can be staffed with specialized
training.
• Shared management responsibility.
• Supervision is facilitated.
• Coordination within the department is easier.
38. • Inter department documentation of activities
is not possible.
• Decision-making becomes slow.
• Delays when there are problems.
• Accountability and performance are difficult
to monitor.
39. Minimum requirements of an
Organizational Structure
• Clarity
• Economy
• Direction of vision
• Decision making
• Stability and Accountability
• Perception and self - renewal
40. Analyzing Organizational Structures in
a Division of Nursing
• Compile a list of the key activities determined by the
mission and objectives of patient care Decide on the
units of the Organization
• Decide which units or components will be joined and
which separated
• Decide on the size and shape of the units or
components
• Decide on appropriate placement and relationships of
different units or components
• Draw or diagram the design and put it into operation.
This will result in an organizational chart.