The document discusses organizational design and structure. It describes six key elements of organizational design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. It contrasts mechanistic and organic structures and discusses factors like environmental uncertainty, technology, and strategy that influence which type of structure is best. Traditional design options like functional, divisional, and simple structures are described as well as more flexible contemporary designs like team, matrix, virtual organizations, and contingent workforces.
CMQ/OE Certification Prep. Course - Part 1- Chapter 01| Video # 01EngHosamAbdAlGaleil
Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can have on an organization.
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CMQ/OE Certification Prep. Course - Part 1- Chapter 01| Video # 01EngHosamAbdAlGaleil
Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can have on an organization.
Click the QR code to watch the video
For more videos, contact us on Whatsapp: 002-01226354671
Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can have on an organization.
* Click the QR code to watch the video
* For more videos, contact us on Whatsapp: 002-01226354671
CMQ/OE Certification Prep. Course - Part 1- Chapter 01| Video # 01EngHosamAbdAlGaleil
Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can have on an organization.
Click the QR code to watch the video
For more videos, contact us on Whatsapp: 002-01226354671
CMQ/OE Certification Prep. Course - Part 1- Chapter 01| Video # 01EngHosamAbdAlGaleil
Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can have on an organization.
Click the QR code to watch the video
For more videos, contact us on Whatsapp: 002-01226354671
Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can have on an organization.
* Click the QR code to watch the video
* For more videos, contact us on Whatsapp: 002-01226354671
"PPt Of Organizational Structure".In this PPt Our Group present a typical organizational structure with various views, examples.This PPT Made for the Presentation
CHAPTER ONE
Fundamentals of Management
1.1. Definitions of Management
There is no single, comprehensive and universally accepted definition of management. This holds true due to the following major reasons among others:
Different scholars view management from different perspectives
It has many areas of applications. It is applied in profit, not for profit, private, government, social and business organizations.
Management as a discipline is recent in origin and hence there are a number of theories being added to the field.
It is so broad that it is difficult to encompass all its aspects in a single definition.
It has undergone changes because of the developments in behavioral science and quantitative techniques.
There are different approaches to management, definitions change as the environment changes. The environment of an organization changes due to changes in the political, social, economic, ethical and other factors.
The following are among the most widely accepted definitions of management:
Management is … the organ of society specifically charged with making resources productive - Peter Drucker
Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims - Koontz and Weihrich.
Management is a distinct process consisting of activities of planning, organizing, actuating and controlling, performed to determine and accomplish stated objectives with the use of human beings and other resources - Terry and Franklin.
The work involved in combining and directing the use of resources to achieve particular purposes is called management - David R. Hampton.
Management is the process of planning, organizing, leading and controlling the work of the organization members and of using all available organizational resources to reach stated organizational goals - Stoner, Freeman and Gilbert.
Management is the art of getting things done through people effectively and efficiently - Mary Parker Follett.
Effectiveness/Quality: is a way that produces a desired result.
Efficiency/Related to minimum Cost: is being capable of achieving the desired result with the minimum use of resources, time and effort.
1.2. Significance of Management
1) Encourages Initiative: Management encourages initiative. Initiative means to do the right thing at the right time without being told or influenced by the superior. The employees should be encouraged to make their own plans and also to implement these plans. Initiative gives satisfaction to employees and success to organization.
2) Encourages Innovation: Management also encourages innovation in the organization. Innovation brings new ideas, new technology, new methods, new products, new services, etc. This makes the organization more competitive and efficient.
3) Facilitates Growth and Expansion: Management makes optimum utilization of available resources. It reduces wastage and increase efficiency.
"PPt Of Organizational Structure".In this PPt Our Group present a typical organizational structure with various views, examples.This PPT Made for the Presentation
CHAPTER ONE
Fundamentals of Management
1.1. Definitions of Management
There is no single, comprehensive and universally accepted definition of management. This holds true due to the following major reasons among others:
Different scholars view management from different perspectives
It has many areas of applications. It is applied in profit, not for profit, private, government, social and business organizations.
Management as a discipline is recent in origin and hence there are a number of theories being added to the field.
It is so broad that it is difficult to encompass all its aspects in a single definition.
It has undergone changes because of the developments in behavioral science and quantitative techniques.
There are different approaches to management, definitions change as the environment changes. The environment of an organization changes due to changes in the political, social, economic, ethical and other factors.
The following are among the most widely accepted definitions of management:
Management is … the organ of society specifically charged with making resources productive - Peter Drucker
Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims - Koontz and Weihrich.
Management is a distinct process consisting of activities of planning, organizing, actuating and controlling, performed to determine and accomplish stated objectives with the use of human beings and other resources - Terry and Franklin.
The work involved in combining and directing the use of resources to achieve particular purposes is called management - David R. Hampton.
Management is the process of planning, organizing, leading and controlling the work of the organization members and of using all available organizational resources to reach stated organizational goals - Stoner, Freeman and Gilbert.
Management is the art of getting things done through people effectively and efficiently - Mary Parker Follett.
Effectiveness/Quality: is a way that produces a desired result.
Efficiency/Related to minimum Cost: is being capable of achieving the desired result with the minimum use of resources, time and effort.
1.2. Significance of Management
1) Encourages Initiative: Management encourages initiative. Initiative means to do the right thing at the right time without being told or influenced by the superior. The employees should be encouraged to make their own plans and also to implement these plans. Initiative gives satisfaction to employees and success to organization.
2) Encourages Innovation: Management also encourages innovation in the organization. Innovation brings new ideas, new technology, new methods, new products, new services, etc. This makes the organization more competitive and efficient.
3) Facilitates Growth and Expansion: Management makes optimum utilization of available resources. It reduces wastage and increase efficiency.
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5. Organizational Design
• Organizational structure: the formal arrangement of jobs
within an organization
• Organizational chart: the visual representation of an
organization’s structure
• Organizational design: creating or changing an
organization’s structure. A process that involves
decisions about six key elements: work
specialization, departmentalization, chain of
command, span of control, centralization and
decentralization, and formalization.
6. Work Specialization
1. Work specialization: dividing work activities into separate job tasks.
• Individual employees “specialize” in doing part of an activity rather than the
entire activity in order to increase work output and quality.
• Early proponents of work specialization believed it could lead to great
increases in productivity. At the beginning of the twentieth century, that
generalization was reasonable. Because specialization was not widely
practiced, its introduction almost always generated higher productivity. But
11.2 illustrates, a good thing can be carried too far. At some point, the human
diseconomies from division of labor - boredom, fatigue, stress, low
productivity, poor quality, increased absenteeism, and high turnover exceed
the economic advantages.
Six elements of Organizational Design
13. 3. Chain of Command
• Chain of command: the line of authority extending from
upper organizational levels to the lowest levels, which
clarifies who reports to whom. In order to understand,
we have to understand three other important concepts-
authority, responsibility, and unity of command.
• Authority: the rights inherent in a managerial
position to tell people what to do and to expect
them to do it.
a. Authority
26. Technology and Structure
• Unit production: the production of items in units or small
batches
• Mass production: the production of items in large batches
• Process production: the production of items in
continuous processes
27. Exhibit 11.7 Woodward’s Findings on
Technology and Structure
Unit Production Mass Production Process
Production
Structural
characteristics:
Low vertical
differentiation
Moderate vertical
differentiation
High vertical
differentiation
Low horizontal
differentiation
High horizontal
differentiation
Low horizontal
differentiation
Low formalization High formalization Low
formalization
Most effective
structure:
Organic Mechanistic Organic
29. Traditional Organizational Design Options
• Simple structure: an organizational design with little
departmentalization, wide spans of control, centralized
authority, and little formalization
• Functional structure: an organizational design that
groups together similar or related occupational specialties
• Divisional structure: an organizational structure made up
of separate, semiautonomous units or divisions
30. Simple structure/ Line organization
General Manager
Purchase manager Production manager
Instrument Inspector
Sales manager
Foreman 2
Foreman 1 Foreman 3
Workers Workers
Workers
36. The Boundary less Organization
An organization whose design is not defined by, or limited
to, the horizontal, vertical, or external boundaries
imposed by a predefined structure
37. The Virtual Organization
• Virtual organization: an organization that consists of a
small core of full-time employees and outside specialists
temporarily hired as needed to work on projects.
• Advantages:
• Improved employee satisfaction
• Improved efficiency
• Flexible hours
• Access to new markets
• Larger hiring market
• Disadvantages
• Difficulty developing company culture
• Increased importance of communication
• Potential compliance and security issues