This document discusses various concepts related to organizing and organizational structure. It defines organizing as the deployment of organizational resources to achieve strategic goals through the division of labor and coordination of tasks. There are two fundamental concepts of organizing: differentiation, where units specialize in different tasks, and integration, where the units are coordinated. The document compares mechanistic and organic structures and discusses factors like span of control, tall vs flat structures, and different types of departmentalization including functional, product, geographic, and matrix designs. It also covers elements of organizational design such as hierarchy, authority, responsibility, accountability, centralization/decentralization, and delegation.
International Strategy and Organization StructureNakry Roeun
We are a student at PUC, just did about this topic from the text book, which is about international strategy and organization structure. Please don't mind if it is wrong!
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.
Defining Organizational Structure
Discuss the traditional and contemporary view of work specialization.
Describe each of the five forms of departmentalization.
Explain cross-functional teams.
Differentiate chain of command, authority, responsibility, and unity of command.
Discuss the traditional and contemporary views of chain of command.
Discuss the traditional and contemporary views of span of control.
Jagan Institute of Management Studies (JIMS) imparts professional education at post graduate and graduate levels in the fields of Management and Information Technology. The Institute has been working for the attainment of a mission: to develop highly skilled and professional human resource for industry and business. From a very modest start, it has now acquired a commendable position as one of the premier institutes of the country. Our PGDM is approved by the All India Council for Technical Education and accredited from National Board of Accreditation (NBA) for excellence in quality education. PGDM has also been granted equivalence to MBA degree by Association of Indian Universities (AIU). Apart from PGDM, we have two AICTE approved Two-Year Full Time Programs namely PGDM (International Business) & PGDM (Retail & Marketing Management). Our MCA, BCA and BBA programmes are affiliated to Guru Gobind Singh Indraprastha University, Delhi.
Fore more updates Visit Website
http://www.jimsindia.org/admissions2016
International Strategy and Organization StructureNakry Roeun
We are a student at PUC, just did about this topic from the text book, which is about international strategy and organization structure. Please don't mind if it is wrong!
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.
Defining Organizational Structure
Discuss the traditional and contemporary view of work specialization.
Describe each of the five forms of departmentalization.
Explain cross-functional teams.
Differentiate chain of command, authority, responsibility, and unity of command.
Discuss the traditional and contemporary views of chain of command.
Discuss the traditional and contemporary views of span of control.
Jagan Institute of Management Studies (JIMS) imparts professional education at post graduate and graduate levels in the fields of Management and Information Technology. The Institute has been working for the attainment of a mission: to develop highly skilled and professional human resource for industry and business. From a very modest start, it has now acquired a commendable position as one of the premier institutes of the country. Our PGDM is approved by the All India Council for Technical Education and accredited from National Board of Accreditation (NBA) for excellence in quality education. PGDM has also been granted equivalence to MBA degree by Association of Indian Universities (AIU). Apart from PGDM, we have two AICTE approved Two-Year Full Time Programs namely PGDM (International Business) & PGDM (Retail & Marketing Management). Our MCA, BCA and BBA programmes are affiliated to Guru Gobind Singh Indraprastha University, Delhi.
Fore more updates Visit Website
http://www.jimsindia.org/admissions2016
Foundations of Organization Structure, Chapter 16-Organizational BehaviorDr.Amrinder Singh
Foundations of Organization Structure, Chapter 16-Organizational Behavior
This PPT is based on the Organizational Behavior Book Written By Stephen P. Robbins & Timothy A. Judge, Edition -12th, Publisher Pearson
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
2. 2
Organizing
The deployment of organizational resources to
achieve strategic goals.
The deployment of resources is reflected in the
division of labor.
Formal lines of authority are necessary for
coordinating diverse organization tasks.
3. 3
Fundamental Concepts of
Organizing
Differentiation means that the organization is
composed of units that work on specialized
tasks using different work methods and
requiring employees with unique
competencies.
Integration means that the various units must
be put back together so that work is
coordinated.
4. 4
•Rigid hierarchical relationships
•Fixed duties
•High formalization
•Formalized communication
channels
•Centralized decision authority
•Collaboration
(vertical and horizontal)
•Adaptable duties
•Low formalization
•Informal communication
•Decentralized decision
authority
Mechanistic Versus Organic Structures
5. 5
The number of employees
reporting to a supervisor.
Traditional view, seven or so per
manager.
Many organizations today, 30 or
more per manager.
Generally if supervisors are
closely involved with employees,
span becomes small.
The number of employees
reporting to a supervisor.
Traditional view, seven or so per
manager.
Many organizations today, 30 or
more per manager.
Generally if supervisors are
closely involved with employees,
span becomes small.
Span of Management
6. 6
Factors Determining Span of
Control
Subordinates’ location
Support available for the manager
Amount of non-supervisory tasks
The competence of both the manager and the employee.
The similarity or dissimilarity of tasks being supervised.
The incidence of new problems in the manager’s department.
The extent of clear operating standards and rules.
7. 7
Tall Versus Flat Structure
Tall structure has an overall narrow span of
management and more levels in the hierarchy
Flat structure has a wide span, is horizontally
dispersed, and has fewer hierarchical levels
The trend is toward larger spans of management as a
way to facilitate delegation.
11. 11
Organization Structure
1. The set of formal tasks assigned to individuals an
departments.
2. Formal reporting relationships.
3. The design of systems to ensure effective
coordination of employees across departments.
Defined as:
12. 12
The Elements of Structure
Organization design
A process in which managers develop or change
their organization’s structure.
Work specialization
A component of organization structure that
involves having each discrete step of a job done
by a different individual rather than having one
individual do the whole job.
13. 13
Work Specialization
Tasks are subdivided into individual jobs.
Employees perform only the tasks relevant to
their specialized function.
Jobs tend to be small, but they can be performed
efficiently.
There is a concern that employees may become
isolated, and do only a single boring job.
Many organizations are moving away from this
principle.
15. 15
Departmentalization
Basis for grouping job positions into departments and
departments into the total organization.
Internal Operations Oriented
Functional
Network (Virtual)
Output Oriented
Divisional
Product
Geographic
Customer
Team (Cluster)
Combinations
Hybrid (different types at different places in an org.)
16. 16
Departmentalization
The basis on which individuals are
grouped into departments
Five structural alternatives
Vertical functional approach. People are grouped together
in departments by common skills.
Divisional approach. Grouped together based on a common
product, customer or geographical region.
Matrix approach. Functional and divisional chains of
command are implemented. Two chains of command exists.
Team-based approach. Created to accomplish specific tasks.
Network approach. Small headquarters electronically connected to their other
organizations that perform vital functions. Departments are independent, and can be
located anywhere.
17. 17
Functional Design
Functional design means grouping
managers and employees according to their
areas of expertise and the resources they
use to perform their jobs.
19. 19
Functional Design
Potential Benefits
Supports skill specialization
Increases coordination
Enhances career development &
training within functional area
Allows superiors and subordinates to
share common expertise
Promotes high-quality technical
decision making
Potential Pitfalls
Inadequate communication
Difficulties with interunit
coordination
Focus on departmental rather
than organizational issues and
goals
22. 22
Product Design
Potential Benefits
Permits fast changes in a
product line
Fosters a concern for customer
demand
Clearly defines responsibilities
for each product line
Develops managers who can
think across functional lines
Potential Pitfalls
Not allowing efficient utilization of
skills and resources
Not fostering coordination of
activities across product
Encourages politics and conflicts in
resource allocation across product
lines
Limits career mobility for
personnel outside their own
product lines
24. 24
Geographical Structure
for Apple Computer
CEO
Steve Jobs
Apple
Europe
Apple
Pacific
France
Apple
Middle East
Asia
Japan
Australia
Apple
America
Canada
Latin
America/
Caribbean
USA
25. 25
Geographical Design
Potential Benefits
Has facilities and the equipment
used for production and/or
distribution all in one place, saving
time and costs
Able to develop expertise in
solving problems unique to one
location
Gaining an understanding of
customers’ problems and desires
Getting production closer to raw
materials and suppliers
Potential Pitfalls
Duplication of functions, to
varying degrees, at each
regional or individual unit
location
Conflict between each location's
goals and the organization's
goals
Adds levels of management and
extensive use of rules and
regulations to coordinate and
ensure uniformity of quality
among locations
27. 27
Matrix Design
Functional and divisional chains of command
simultaneously
Dual lines of authority
Functional hierarchy of authority runs
vertically
Divisional hierarchy runs laterally
Violates the unity of command concept.
28. 28
Matrix Design
Potential Benefits
More efficient use of resources
than single hierarchy
Adaptable to changing
environment
Development of both general
and specialists management
skills
Expertise available to all
divisions
Enlarged tasks for employees.
Potential Pitfalls
Dual chain of command
High conflict between two
sides of matrix
Many meetings to coordinate
activities
Need for human relations
training
Power domination by one
side of matrix.
29. 29
Team Approach
Cross-functional teams consist of employees
from various functional departments
Permanent team = to solve ongoing problems
Reengineering = radical redesign for
improvements in cost, quality, service and
speed.
30. 30
Team Approach
Potential Benefits
Same advantages as
functional structure
Reduced barriers among
departments
Quicker response time
Better morale
Potential Pitfalls
Dual loyalties and
conflict
Time and resources spent
on meetings
Unplanned
decentralization.
31. 31
Network Approach
Organization divides major functions into
separate companies controlled by a small
headquarters organization
Especially appropriate for international
operations
Held together with phones, faxes, and other
electronic technology.
32. 32
Network Approach
Potential Benefits
Global competitiveness
Work force flexibility
Reduced administrative
overhead.
Potential Pitfalls
Lack of control
Loss of part of the
organization severely
impacts remainder of
organization
Employee loyalty
weakened.
40. 40
Authority
•Formal and legitimate right of a manager to make
decisions, issue orders, and to allocate resources to
achieve organizationally desired outcomes.
Authority is distinguished by three characteristics:
•Authority is vested in organizational positions, not
people.
•Authority is accepted by subordinates.
•Authority flows down the vertical hierarchy.
41. 41
Responsibility
•The duty to perform the task or activity an
employee has been assigned.
•Managers need authority associated with
responsibility.
42. 42
Accountability
Mechanism through which authority and
responsibility are brought into alignment.
People are subject to reporting and
justifying task outcomes to those above
them in the chain of command.
Can be built into the organization
44. 44
Types of Power
Coercive powerPower based on fear.
Reward power Power based on the ability to distribute
something that others value.
Legitimate power Power based on one’s position in the
formal hierarchy.
Expert power Power based on one’s expertise,
special skill, or knowledge.
Referent power Power based on identification with a
person who has desirable resources or
personal traits.
46. 46
Line
Line departments perform tasks that reflect
the organization's primary goal and mission
Line authority means that managers have
formal authority to direct and control
immediate subordinates.
47. 47
Staff
Staff departments include all those who
provide specialized skills in support of line
departments
Staff authority is generally more narrow than
line authority
Staff authority includes the right to advise,
recommend, and counsel in the staff
specialists' area of expertise.
48. 48
Types of Organizational Authority
Line authority
The position authority (given and defined by the
organization) that entitles a manager to direct
the work of operative employees.
Staff authority
Positions that have some authority (e.g.,
organization policy enforcement) but that are
created to support, assist, and advise the holders
of line authority.
52. 52
Decentralization Tends To
Make greater use of human resources
Reduce burdens of top managers
Cause decisions to be made close to the
action
Permit rapid response to changes.
53. 53
Centralization versus
Decentralization
•Greater change and uncertainty in the
environment are usually associated with
decentralization.
•The amount of centralization or decentralization
should fit the firm’s strategy.
•In times of crisis or risk of company failure,
authority may be centralized at the top.
54. 54
Factors That Influence
Centralization/Decentralization
Amount of change and uncertainty
Availability of competent managers
Corporate culture
Geographical dispersion
Size of organization
Efficiency of communication and control systems.
Cost and risk of failure
57. 57
Factor Affecting Delegation
Love for Authority (Boss)
Fear of losing position (Boss)
Lack of Trust (Boss)
Fear of Criticisms (Both)
Low Self confidence (Subordinate)
Absence of rewards (Subordinate)
60. 60
Organizational Culture
A system of shared values, assumptions, beliefs, and
norms that unite the members of an organization.
Reflects employees’ views about “the way things are
done”
The culture specific to each firm affects how
employees feel and act and the type of employee hired
and retained by the company.
61. 61
Characteristics of Organization
Culture
It is distinctive
It is based on certain Norms
It promotes Stable values
It leads to common behavioral aspects
It shapes philosophy and rules
Its strength varies
63. 63
Functions Performed By
Organizational Culture
Employee Self-Management
Sense of shared identity
Facilitates commitment
Stability
Sense of continuity
Satisfies need for predictability, security, and comfort
Socialization
Internalizing or taking organizational values as one’s own
Implementation Support
If strategy and culture reinforce each other, employees find it natural
to be committed to the strategy
64. 64
Steps in Socialization
1. Careful selection
2. Challenging early work
assignments
3. Training to develop capabilities
consistent with culture
4. Rewards that sustain
the culture
5. Adoption of cultural
value policies
6. Rituals, taboos, rites, and
stories to reinforce culture
7. Role model to sustain
culture
Removal of
Employees who
deviate from culture
Removal of candidates who
do not “fit” culture