This document discusses different ways to categorize and classify organizations based on their structure, purpose, and beneficiaries. It identifies key elements of organizational structure like work specialization, departmentalization, and span of control. Some determinants of structure are environment, technology, size, and strategy. Organizational development (OD) techniques aim to improve organizational effectiveness and include behavioral methods like sensitivity training and non-behavioral methods like changes to structure and work design. OD models are used for analysis and emerging issues while taking contextual factors into account.

1. iciary

2. Taxonomy/Typology: categories of
organizational typology/Types of Organizations
• A) Based on function or purpose: 1. Economic
organization 2. Political organization 3. Integrative
organization 4. Pattern maintenance organization
• B) Based on primary beneficiary: 1. Mutual benefit
associations 2. Business organizations 3. Service organizations
4. Common weal organizations
• C) Based on Compliance
• D) Based on relations: 1) Formal organizations 2) Informal
Organizations.
• E) Based on structure: 1) Line and staff organization 2)
Functional Organization 3) Divisional Organization 4) Project
Organization 5) Matrix Organization

4. Def 2:Formal arrangements of jobs within organization

9. Key elements of structure or key elements in designing
organizational structure
• 1.work specialization
• 2. Departmentalization
• 3. Chain of Command
• 4. Span of control
• 5. Centralization and decentralization
• 6. Formalisation

15. Determinants of organizational structure
• 1. Environment
• 2.Technology
• 3. Size
• 4. Strategy of the organization
• 5. Organizational structure

30. Refer to earlier slide: a process involving 6
elements

33. Influencing factors
• Role impingement refers to those factors
which influence strongly the organizational
structure and design.
• 1. environment
• 2. strategy
• 3. Size
• 4. Organizational life cycle
• 5. Technology
• 6. Organizational culture

59. OD process

60. • Steps in the OD process:
• 1. Initial diagnosis
• 2.Data Collection
• 3. Data feedback
• 4.Planning strategy
• 5. Interventions
• 6.Team building
• 7.Evaluation

68. Job enrichment
• It implies increasing the contents of a job or
the deliberate upgrading of responsibility,
scope, challenge in work. Job enrichment is a
motivational technique which emphasizes the
need for challenging and interesting work.

70. OD techniques in other format
• Behavioural techniques: 1. sensitivity training,
2. MBO, 3. Grid development
• Non-behavoiral techniques: 1. Changes in
organisation structure, 2. work design, 3. Job
enrichment
• Miscellaneous techniques: 1. survey feedback,
2. process consultation, 3. team building.

77. Applications of OD
• 1. Diagnostic models: to assess an organization. Models are used for
analyzing the structure, culture and behaviour of an organization system
• 2. The analytical models: (Paul lawrence and Jay Lorsch,
1969) to analyze and study the interdepartmental issues through careful
diagnosis of the problem areas of the organisation.
• 3. The emergent group behavioral model (EGB): George
Homans, 1950) helps in determining the behavior in various groups in
organization especially at their interdependence level. This model also
helps in identifying the problems arising in work groups.
• 4. The socio-techniocal systems model: (Emery Trist, 1954):
Combination of two terms: socio and technical. The social system of an
organisation includes interpersonal relationships and technical system
refers to the task, activities and tools, needed to achieve objectives of an
organisation. Two systems are interrelated and interdependent.
• 5. The management practitioner model: Terry armstrong and
walter Wheatley,): This model determines basic planning, general
business practices, finance, advertising and promotions, market reserch
and personnel.

78. DEFINITION: : “AUTHORITY IS THE RIGHT TO GIVE ORDERS AND POWER
TO EXACT OBEDIENCE”- HENRY FAYOL
“ AUTHORITY IS THE POWER TO EXACT OTHERS TO TAKE ACTIONS
CONSIDERED APPROPRIATE FOR THE ACHIEVEMENT OF A
PREDETERMINED OBJECTIVES”-TERRY

79. DEFINITIONS: “POWER REFERS TO A CAPACITY THAT A HAS TO
INFLUENCE THE BEHAVIOUR OF B. SOTHAT B DOES SOMETHING
HE OR SHE WOULD NOT OTHERWISE DO”- ROBBINS