Orgn Structure
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The document discusses organizational structure and design. It describes organizational structure as the formal system of tasks and reporting relationships that coordinates employees to achieve goals. Organizational design is the process that managers use to make structuring choices. The document outlines different types of divisional structures like product, geographic, and market structures. It also covers matrix structures that group people by both function and product. Product team and network structures are presented as alternatives that use cross-functional teams or strategic alliances.
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Lec 6 Structure (Types) 196
A functional structure groups employees by their skills and expertise. While it provides specialization benefits, it can cause communication, measurement, location, customer, and strategic problems as the organization grows. Managers can address these control problems by redesigning the structure to improve integration between functions. As organizations diversify their products, locations, and customers, they often adopt divisional structures like product, geographic, and market divisions to better align the organization with these demands. Matrix and network structures provide alternative approaches to balancing functional and divisional coordination needs.
Org structures 2
- Team theory product team structure involves combining specialists from support functions into product development teams, typically used when products are technologically complex or customer needs change rapidly.
- It reduces barriers between departments, increases collaboration, and allows for shorter decision-making times. However, it can be time-consuming due to compromises needed and numerous meetings.
- A network structure coordinates different organizations through contracts rather than a formal hierarchy. It allows firms to outsource activities like manufacturing, accounting, and HR to external specialists, reducing costs while gaining expertise. However, it can lack control over external firms and have coordination issues.
Organising
Organizing involves defining relationships among people, tasks, and activities to accomplish objectives efficiently. The organizing process includes determining objectives, dividing and grouping activities, defining authority and responsibility, coordinating activities, and reviewing the organization structure. An organization chart visually represents the structure by showing task and reporting relationships. Businesses can be structured by function, product, area, customer, or process. Common structures include functional, divisional, product, market, geographic, and matrix structures. Principles of organizing include unity of objective, efficiency, division of labor, authority-responsibility, delegation, unity of command, unity of direction, and span of control.
Mib organisation structure
1. The document discusses various factors that impact organizational structure for global companies, including degree of international operations, products, market size, human resources, and goals.
2. There are different types of organizational structures including product, geographic, functional, market, and matrix structures. Product structure groups divisions by product while geographic structure groups them by region.
3. The document also covers considerations for controlling a global organization through developing standards, measuring performance, analyzing deviations, and effective communication systems.
Mib organisation structure
1. The document discusses various factors that impact organizational structure for global companies such as degree of international operations, products, market size, and human resources.
2. It describes different types of organizational structures including product, geographic, functional, market, and matrix structures and notes their advantages and disadvantages.
3. The document also covers how companies can control global organizations through developing standards, measuring performance, analyzing deviations, and effective communication systems.
Ch08 - Organisation theory design and change gareth jones
The document discusses various types of organizational structures used by companies, including functional, divisional, and matrix structures. It describes how companies transition from functional structures to divisional structures as they grow larger and more complex. Divisional structures are organized by products, geographic regions, or markets. The document also covers hybrid, network, and boundaryless organizational structures that utilize outsourcing and electronic communication.
Functional and divisional strucure of an organisation
This document discusses and compares functional and divisional organizational structures. A functional structure groups employees by job functions, such as engineering, sales, or customer service. This can improve efficiency but may cause communication and customer problems as a company grows. A divisional structure instead groups employees by products, markets, or geography. For example, a company may have separate divisions for different products or markets they serve. The document analyzes the pros and cons of each approach and emphasizes the importance of selecting the right structure for a company's needs.
Divisional structures
Divisional structure is used by large companies with multiple product lines or geographical locations. The organization is divided into autonomous business units, with each unit responsible for a specific product or customer segment. There are two main types of divisional structures: product divisionalization, where each division is responsible for a separate product line; and territorial divisionalization, where divisions are based on geographical regions. Divisional structures allow each business unit to operate independently while benefiting from centralized corporate resources and management oversight.
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Lec 6 Structure (Types) 196
A functional structure groups employees by their skills and expertise. While it provides specialization benefits, it can cause communication, measurement, location, customer, and strategic problems as the organization grows. Managers can address these control problems by redesigning the structure to improve integration between functions. As organizations diversify their products, locations, and customers, they often adopt divisional structures like product, geographic, and market divisions to better align the organization with these demands. Matrix and network structures provide alternative approaches to balancing functional and divisional coordination needs.
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- Team theory product team structure involves combining specialists from support functions into product development teams, typically used when products are technologically complex or customer needs change rapidly.
- It reduces barriers between departments, increases collaboration, and allows for shorter decision-making times. However, it can be time-consuming due to compromises needed and numerous meetings.
- A network structure coordinates different organizations through contracts rather than a formal hierarchy. It allows firms to outsource activities like manufacturing, accounting, and HR to external specialists, reducing costs while gaining expertise. However, it can lack control over external firms and have coordination issues.
Organising
Organizing involves defining relationships among people, tasks, and activities to accomplish objectives efficiently. The organizing process includes determining objectives, dividing and grouping activities, defining authority and responsibility, coordinating activities, and reviewing the organization structure. An organization chart visually represents the structure by showing task and reporting relationships. Businesses can be structured by function, product, area, customer, or process. Common structures include functional, divisional, product, market, geographic, and matrix structures. Principles of organizing include unity of objective, efficiency, division of labor, authority-responsibility, delegation, unity of command, unity of direction, and span of control.
Mib organisation structure
1. The document discusses various factors that impact organizational structure for global companies, including degree of international operations, products, market size, human resources, and goals.
2. There are different types of organizational structures including product, geographic, functional, market, and matrix structures. Product structure groups divisions by product while geographic structure groups them by region.
3. The document also covers considerations for controlling a global organization through developing standards, measuring performance, analyzing deviations, and effective communication systems.
Mib organisation structure
1. The document discusses various factors that impact organizational structure for global companies such as degree of international operations, products, market size, and human resources.
2. It describes different types of organizational structures including product, geographic, functional, market, and matrix structures and notes their advantages and disadvantages.
3. The document also covers how companies can control global organizations through developing standards, measuring performance, analyzing deviations, and effective communication systems.
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The document discusses various types of organizational structures used by companies, including functional, divisional, and matrix structures. It describes how companies transition from functional structures to divisional structures as they grow larger and more complex. Divisional structures are organized by products, geographic regions, or markets. The document also covers hybrid, network, and boundaryless organizational structures that utilize outsourcing and electronic communication.
Functional and divisional strucure of an organisation
This document discusses and compares functional and divisional organizational structures. A functional structure groups employees by job functions, such as engineering, sales, or customer service. This can improve efficiency but may cause communication and customer problems as a company grows. A divisional structure instead groups employees by products, markets, or geography. For example, a company may have separate divisions for different products or markets they serve. The document analyzes the pros and cons of each approach and emphasizes the importance of selecting the right structure for a company's needs.
Divisional structures
Divisional structure is used by large companies with multiple product lines or geographical locations. The organization is divided into autonomous business units, with each unit responsible for a specific product or customer segment. There are two main types of divisional structures: product divisionalization, where each division is responsible for a separate product line; and territorial divisionalization, where divisions are based on geographical regions. Divisional structures allow each business unit to operate independently while benefiting from centralized corporate resources and management oversight.
Divisional structure
The document discusses different types of divisional organizational structures, including those organized by geography, products/services, and clients. It notes that a divisional structure groups functions into divisions based on these categories. The key types are geographic, product/service, and client structures. Advantages include allowing growth and a focus on specific markets, while disadvantages include increased complexity and communication barriers between departments.
Divisional structure
This document discusses the evolution of organizational structures, from functional structures in railroads in the 1840s to multidivisional structures. It provides details on how General Motors developed a multidivisional structure in the 1920s under Alfred Sloan to better coordinate its extensive operations across multiple product divisions. Finally, it discusses how Microsoft adopted a decentralized, multidivisional structure in 1999 to organize its business into multiple product-focused divisions.
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This document discusses different types of organizational structures. It defines organizational structure as establishing authority, responsibility, and lines of communication within a company. Five main structures are described: functional, divisional, hybrid, matrix, and virtual.
The functional structure groups roles by specialty and centralizes decision-making. Divisional structures split the company into independent divisions based on product, customer, or geography. Hybrid structures blend functional and divisional approaches. Matrix structures have dual reporting lines. Virtual structures rely primarily on temporary specialists around a small core staff. Advantages and disadvantages of each approach are provided.
organizational structures
This document discusses different types of organizational structures. It defines organizational structure as establishing authority, responsibility, and lines of communication within a company. Five main structures are described: functional, divisional, hybrid, matrix, and virtual. The functional structure groups roles by specialty, while divisional structures group by product, customer, or geography. Hybrid structures blend functional and divisional approaches. Matrix structures have dual reporting lines, and virtual structures rely heavily on contractors. Advantages and disadvantages of each approach are provided.
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Multidivisional organizational structure
A multidivisional organizational structure places each business unit in a self-contained division with all necessary support functions, allowing each division to operate separately from others in the company. A corporate headquarters oversees the divisions, providing strategic direction and shared services like finance and R&D. Division managers handle operations while corporate managers focus on strategy. This structure provides enhanced financial and strategic control for the parent company along with flexibility for divisions to adopt structures tailored to their strategies. However, balancing power between corporate and divisional management can be difficult.
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Departmentation
Departmentation is the process of grouping work activities into departments or divisions. There are several strategies for departmentation including functional, product, customer, geographic, and process. Functional departmentation groups by function like marketing, production, HR, etc. It allows for specialization but can lack responsibility for results. Product departmentation groups by product line and ensures better customer service but can be expensive due to duplication. Customer departmentation focuses on customer needs but coordination may be difficult. Geographic departmentation helps cater to local needs but can have communication and coordination challenges. Process departmentation orients towards the end result but can have conflicts between managers.
Structural types
The document discusses different types of organizational structures including simple, functional, divisional, matrix, network, team-based, and project-based structures. A simple structure has one person in control with little formal processes. A functional structure groups activities like finance and production departmentally. Divisional structures separate by products, services, or geography. Matrix structures combine functional and divisional reporting. Network structures connect groups through projects. Team and project-based structures organize people into cross-functional teams focused on specific tasks. Each structure has advantages like specialization but also disadvantages like narrow perspectives or power struggles between departments.
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Organisation structures
There are several ways to structure a business organization, including functional, divisional, and geographic structures. A functional structure groups employees by department and specialization, with advantages of specialization and clear roles but risks of siloed communication. Divisional structures group functions according to products, markets, or customers served, allowing for customer focus but potential duplication and lack of central control. Geographic structures serve local needs but can create conflicts between local and central management.
Organising!
The document defines key terms related to organizational structure such as organizing, organizational structure, and organizational design. It discusses the six elements that go into designing or changing an organization's structure, including work specialization, departmentalization, chain of command, span of control, centralization, and decentralization. It provides examples of different types of departmentalization and contrasts the impacts of different spans of control on organizational efficiency and hierarchy. The document concludes by outlining characteristics of a learning organization, including boundaryless teams, empowerment, strong relationships, information sharing, and collaborative leadership.
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The document describes three common types of management structures: functional, divisional, and matrix. A functional structure groups employees by tasks, while a divisional structure organizes them by divisions like geography or customers. A matrix structure forms teams of specialists from across the organization to solve problems or work on projects.
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Departmentation involves dividing a large organization into smaller, more specialized units. It is the process of dividing the functional organization into administrative sub-units. There are several types of departmentation including functional, product-wise, territorial, process-wise, customer-wise, and time-wise. Functional departmentation groups similar functions like production, marketing, finance into departments. Product departmentation organizes activities around specific product lines. Territorial departmentation divides the organization according to geographic regions.
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The document discusses various organizational structures used by companies as they grow and face new challenges, including functional, divisional, matrix, and network structures. It describes how functional structures group employees by specialty but can face coordination problems at larger scales, while divisional structures organize employees according to products, locations, or customer markets. Matrix structures combine functional and project-based organization, and network structures coordinate between separate organizations through agreements rather than hierarchies.
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The document discusses different ways to structure organizations through departmentation. It describes five common types of departmentation: by product, by function, by region/territory, by customer, and by process. Each structure has advantages like specialization and focus but also disadvantages like potential lack of coordination or duplication of roles. The document also discusses matrix structures and emerging concepts like strategic business units and virtual organizations.
Departmentalization
Departmentalization involves grouping jobs and activities into departments to achieve organizational objectives. There are three main types of departmentalization: functional, territorial, and customer-based. Functional departmentalization groups employees based on their specialized function, such as marketing, finance, or production. Territorial departmentalization groups employees based on geographic region. Customer-based departmentalization creates departments oriented around different customer markets or channels. The document discusses the advantages and disadvantages of each type and when each would be most suitable depending on factors like company size and activities.
Departmentalized organization
The document discusses departmentalization in organizations. It describes departmentalization as the process of dividing an organization into departments that group similar jobs, functions, or resources. Common bases for departmentalization include function, product, customer, and location. The document uses Coca-Cola as an example, describing its functional departments like production, sales and marketing, finance, and human resources. Departmentalization allows for specialization, helps with growth and responsibility, and facilitates better management, control and customer service.
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The document discusses organizational structure and design. It defines key terms like departmentalization, chain of command, span of control, and centralization. It also contrasts traditional mechanistic structures with organic structures and explains how contingency factors like strategy, size, and environment influence structure. Common structures discussed include functional, divisional, team, matrix, and virtual organizations.
Organizational Structure
This document discusses organizational structure and provides definitions and examples of key concepts. It defines organizational structure as how a group is formed and how communication and authority are channeled. It then discusses the importance of organizational structure for clarifying roles and responsibilities. The document contrasts formal and informal structures and describes centralized and decentralized structures. It also defines organizational charts and discusses types of charts including vertical, horizontal, and circular charts. The key concepts of authority, responsibility, delegation, and accountability are defined.
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This document discusses the evolution of organizational structures, from functional structures in railroads in the 1840s to multidivisional structures. It provides details on how General Motors developed a multidivisional structure in the 1920s under Alfred Sloan to better coordinate its extensive operations across multiple product divisions. Finally, it discusses how Microsoft adopted a decentralized, multidivisional structure in 1999 to organize its business into multiple product-focused divisions.
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This document discusses different types of organizational structures. It defines organizational structure as establishing authority, responsibility, and lines of communication within a company. Five main structures are described: functional, divisional, hybrid, matrix, and virtual.
The functional structure groups roles by specialty and centralizes decision-making. Divisional structures split the company into independent divisions based on product, customer, or geography. Hybrid structures blend functional and divisional approaches. Matrix structures have dual reporting lines. Virtual structures rely primarily on temporary specialists around a small core staff. Advantages and disadvantages of each approach are provided.
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This document discusses different types of organizational structures. It defines organizational structure as establishing authority, responsibility, and lines of communication within a company. Five main structures are described: functional, divisional, hybrid, matrix, and virtual. The functional structure groups roles by specialty, while divisional structures group by product, customer, or geography. Hybrid structures blend functional and divisional approaches. Matrix structures have dual reporting lines, and virtual structures rely heavily on contractors. Advantages and disadvantages of each approach are provided.
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Multidivisional organizational structure
A multidivisional organizational structure places each business unit in a self-contained division with all necessary support functions, allowing each division to operate separately from others in the company. A corporate headquarters oversees the divisions, providing strategic direction and shared services like finance and R&D. Division managers handle operations while corporate managers focus on strategy. This structure provides enhanced financial and strategic control for the parent company along with flexibility for divisions to adopt structures tailored to their strategies. However, balancing power between corporate and divisional management can be difficult.
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This document discusses organizational structure and design. It outlines four main types of organizational structures - simple, functional, divisional, and matrix. It then discusses implications of international operations and different structures that can be used, including international division, geographic area division, and worldwide functional or product divisions. The document also covers boundaryless organizational designs like barrier-free, modular and virtual organizations. It stresses the importance of coordination, integration, shared culture and horizontal processes for boundaryless designs to be effective. Overall, the document provides an overview of different organizational structures and designs firms can use both domestically and internationally.
Organisational Structures
There are many ways for a business to structure itself. A clear organizational structure makes it easier to see what each part of the business does. Common structures include functional (by department), divisional (by product or customer group), and geographic (by area). The advantages and disadvantages of different structures depend on factors like the business type, size, and goals. For example, a functional structure may lead to specialization but could limit communication, while a divisional structure by product may allow for market focus but result in duplication of roles.
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Departmentation is the process of grouping work activities into departments or divisions. There are several strategies for departmentation including functional, product, customer, geographic, and process. Functional departmentation groups by function like marketing, production, HR, etc. It allows for specialization but can lack responsibility for results. Product departmentation groups by product line and ensures better customer service but can be expensive due to duplication. Customer departmentation focuses on customer needs but coordination may be difficult. Geographic departmentation helps cater to local needs but can have communication and coordination challenges. Process departmentation orients towards the end result but can have conflicts between managers.
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The document discusses different types of organizational structures including simple, functional, divisional, matrix, network, team-based, and project-based structures. A simple structure has one person in control with little formal processes. A functional structure groups activities like finance and production departmentally. Divisional structures separate by products, services, or geography. Matrix structures combine functional and divisional reporting. Network structures connect groups through projects. Team and project-based structures organize people into cross-functional teams focused on specific tasks. Each structure has advantages like specialization but also disadvantages like narrow perspectives or power struggles between departments.
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There are several ways to structure a business organization, including functional, divisional, and geographic structures. A functional structure groups employees by department and specialization, with advantages of specialization and clear roles but risks of siloed communication. Divisional structures group functions according to products, markets, or customers served, allowing for customer focus but potential duplication and lack of central control. Geographic structures serve local needs but can create conflicts between local and central management.
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The document defines key terms related to organizational structure such as organizing, organizational structure, and organizational design. It discusses the six elements that go into designing or changing an organization's structure, including work specialization, departmentalization, chain of command, span of control, centralization, and decentralization. It provides examples of different types of departmentalization and contrasts the impacts of different spans of control on organizational efficiency and hierarchy. The document concludes by outlining characteristics of a learning organization, including boundaryless teams, empowerment, strong relationships, information sharing, and collaborative leadership.
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Basis of departmentation
Departmentation involves dividing a large organization into smaller, more specialized units. It is the process of dividing the functional organization into administrative sub-units. There are several types of departmentation including functional, product-wise, territorial, process-wise, customer-wise, and time-wise. Functional departmentation groups similar functions like production, marketing, finance into departments. Product departmentation organizes activities around specific product lines. Territorial departmentation divides the organization according to geographic regions.
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The document discusses various organizational structures used by companies as they grow and face new challenges, including functional, divisional, matrix, and network structures. It describes how functional structures group employees by specialty but can face coordination problems at larger scales, while divisional structures organize employees according to products, locations, or customer markets. Matrix structures combine functional and project-based organization, and network structures coordinate between separate organizations through agreements rather than hierarchies.
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Departmentalization
Departmentalization involves grouping jobs and activities into departments to achieve organizational objectives. There are three main types of departmentalization: functional, territorial, and customer-based. Functional departmentalization groups employees based on their specialized function, such as marketing, finance, or production. Territorial departmentalization groups employees based on geographic region. Customer-based departmentalization creates departments oriented around different customer markets or channels. The document discusses the advantages and disadvantages of each type and when each would be most suitable depending on factors like company size and activities.
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The document discusses departmentalization in organizations. It describes departmentalization as the process of dividing an organization into departments that group similar jobs, functions, or resources. Common bases for departmentalization include function, product, customer, and location. The document uses Coca-Cola as an example, describing its functional departments like production, sales and marketing, finance, and human resources. Departmentalization allows for specialization, helps with growth and responsibility, and facilitates better management, control and customer service.
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Organising
Organizing involves determining objectives, dividing activities, grouping tasks, defining roles and responsibilities, and coordinating efforts to efficiently achieve goals. There are various ways to structure an organization, such as by function, product, area, customer, or process. Functional and divisional structures are common, with advantages and disadvantages to each. An organization chart visually depicts reporting relationships within the structure.
The basics of planning and strategic management
This document discusses strategic planning and management. It begins by defining planning and distinguishing between formal and functional plans. It then discusses the strategic management process which includes formulation, implementation, and evaluation of strategic plans. Key aspects covered include setting objectives, developing strategies at the corporate, business and functional levels, and using tools like SWOT analysis to evaluate internal strengths/weaknesses and external opportunities/threats to inform strategic choices. The goal is to determine the best strategic alternative to guide the long-term direction and performance of the organization.
Structure of International firms
This chapter discusses different organizational structures that firms can employ, including simple, functional, multidivisional, strategic business unit, matrix, and learning organization structures. It explains how to determine the most appropriate structure based on factors like the firm's size, stakeholders, diversification, technology, internationalization, geographic scope, and tasks. The chapter also outlines rules for implementing changes to organizational structure, like ensuring employee and management support, and the importance of understanding informal organizational structures.
strategy implementation
The document discusses various aspects of strategy implementation including:
1. Strategy implementation requires integrating people, structure, processes and resources to achieve organizational objectives.
2. There are different organizational structures that can be used including functional, divisional, strategic business unit and matrix structures.
3. The McKinsey 7S model analyzes seven key internal elements including strategy, structure, systems, staffing, skills, style and shared values that must be aligned for effective strategy implementation.
MNCs.pptx
A multinational corporation operates in more than one country, with headquarters in one country and subsidiaries in others. They have large assets and turnover, networks of branches, advanced technology, and pursue continued growth. Their organizational structures include global product, area, and functional structures, as well as mixed, matrix, and transnational network structures. A matrix structure has dual lines of command, combining project and functional systems. Transnational network structures decentralize across countries to engage in value creation responsively.
Hs300 m4 1 organizing
The document discusses various concepts related to organizing as a management function. It defines organizing as assigning tasks, authority and responsibility through formal groups. The organizing process involves classifying work, designing work units, assigning tasks, and establishing coordination. Common organizational designs include functional, divisional, matrix, strategic business units, and virtual organizations. Departmentation involves grouping activities into units and can be done by function, product, geography, customer, or process. Line and staff authority represent the formal command structure and support roles in an organization respectively.
#12.mjssdserfdgweek 8 NATURE-OF-ORGANIZATION.pptx
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MS Lecture 4 org structure and culture
This document discusses organizational design and different types of organizational structures. It explains that organizational design defines the organizational structure, integration mechanisms, and locus of decision making. Functional, divisional, matrix, and network structures are described. Functional structure groups by function, while divisional structure groups by product, geography, or customer. Matrix structure focuses on two dimensions. Network structure relies on external partners. The construction industry likely requires integration due to interdependent work groups and complex operations.
ORGANIZATIONAL STRUCTURE AND CONTROL SYSTEM
This document discusses organizational structure and control systems. It begins by defining organizational structure and the reasons organizations are formed. It then describes the design process of organizational structures and basic types of structures like functional, divisional, team-based, and network structures. The document also discusses centralized vs decentralized structures and their tradeoffs. It covers functional and divisional structures in more detail. The last sections discuss control systems, incentives, and differences between domestic and international planning, organizing, and control.
What Is Organisation?
Organisation involves determining activities, arranging them into units, and assigning roles and responsibilities. It is important for attaining objectives, defining hierarchies and responsibilities, and minimizing friction. There are formal and informal structures. Formal structures include organization charts showing divisions of work, reporting relationships, and communication channels. Informal structures comprise unofficial working relationships. Common structures include functional (grouping similar tasks), divisional (grouping by product, geography, customers, or process), matrix (combining functional and divisional), team, network, and entrepreneurial. The choice of structure impacts organizational culture and ability to change directions.
Organizations of international business-International business
Unilever originally had a decentralized structure from the 1950s-1970s with autonomous national subsidiaries. This allowed for localization but by the 1980s caused issues like duplication and high costs. In the 1990s, Unilever introduced business groups to reduce costs but this failed to address localization. In the 2000s, Unilever shifted to a structure with regional product divisions to balance global scale and local responsiveness needed to compete in detergents and food.
Organizing: Concept, Types, Organization Structure Decision
This document discusses different aspects of organizing, including defining organizing, its key activities, different organizational designs like functional, divisional, matrix, and virtual organizations. It also covers organizational structure decisions around work specialization, departmentalization, chain of command, span of control, centralization vs decentralization, and formalization. The organizational design process involves determining how work is divided and departments are formed, how authority flows through the organization, how many employees a manager can oversee, where decision making power lies, and how standardized jobs and processes are.
1331275663.5053 organizational structure
This document discusses organizational structure and design. It defines organizational structure as the formal system of task and reporting relationships within a company. Several factors can influence organizational structure, including the environment, strategy, technology, and human resources. The document also examines different ways to group jobs and design the overall structure, such as using functional, divisional, matrix, and hybrid structures. The goal is to establish an organizational design that best fits a company's unique situation and goals.
The role of strategic direction in organization design
Strategic direction involves determining long-term goals and objectives at three levels: corporate, business, and functional. Corporate strategy defines what businesses an organization should be in. Business strategy defines how each business will compete. Functional strategy supports business strategy through management decisions in functional areas. Organizational design structures how an organization operates through work specialization, departmentalization, chains of command, spans of control, and other elements. Organizational design is influenced by strategic direction and purposefully divides work, assigns tasks, coordinates activities, establishes relationships and authority, allocates resources, and clusters jobs into units to achieve organizational objectives.
06. Manager As A Planner And Strategist
The document discusses planning and strategy in organizations. It covers the three main steps in planning: determining the organization's mission and goals, formulating strategy, and implementing strategy. It describes different levels of planning, including corporate, business, and functional levels. It also discusses various types of strategies like low-cost strategy, differentiation strategy, related and unrelated diversification, global vs multi-domestic international strategies, and more. Functional strategies must fit with business level strategies to add value to products or services. Effective implementation of strategies requires allocating responsibility, drafting action plans, establishing timelines, and allocating resources.
Bpsm final ppt
Organizational structure refers to how tasks and responsibilities are allocated and coordinated. There are two main types of structure - vertical and horizontal. Vertical structure involves specialization and hierarchy while horizontal structure emphasizes integration and cross-functional teams. Common organizational structures include entrepreneurial, functional, divisional, strategic business unit (SBU), and matrix structures. The appropriate structure depends on factors like the organization's strategy, size, and diversity of operations. Structure must be aligned with but can also influence strategy over time.
MMP Chapter 08
This document discusses strategic management and planning. It defines strategic management as decisions and actions to formulate and implement strategies to achieve organizational goals. It covers strategic planning processes including situation analysis, goal setting, and formulating grand, corporate, business and functional level strategies. Key topics include the BCG matrix, Porter's five forces model, competitive strategies of differentiation, cost leadership and focus. The chapter also addresses strategy implementation and control.
Organizational Structures and its affect on corporate climate
This document discusses organizational structures and trends. It identifies common organizational elements like common purpose, hierarchy, and specialization. It describes common structures like functional, product, and matrix organizations. Factors that influence design are the external environment, internal skills/tasks, and a company's growth cycle. Current trends favor flatter structures, employee empowerment, and flexible schedules to boost satisfaction, engagement, and productivity.
Management foundation, ITC Company Organizational Structure ,AMITY UNIVERSITY...
Hey guyzz...
This is my another presentation on management foundation subject.. learn about ITC Company , its organizational structure.
@students
Similar to Orgn Structure (20)
Organizations of international business-International business
Organizations of international business-International business
Organizing: Concept, Types, Organization Structure Decision
Organizing: Concept, Types, Organization Structure Decision
The role of strategic direction in organization design
The role of strategic direction in organization design
Organizational Structures and its affect on corporate climate
Organizational Structures and its affect on corporate climate
Management foundation, ITC Company Organizational Structure ,AMITY UNIVERSITY...
Management foundation, ITC Company Organizational Structure ,AMITY UNIVERSITY...
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An Oral presentation slides on the topic of OSH Implementation in SMEs in Malaysia: The Role of Management Practices and Legislation.
IEA2018_Researcher Gender Responsive OSH
Regulators and employees hold differing perspectives on gender responsive occupational safety and health (OSH) practices in Malaysia. Regulators view workers as gender-neutral and are guided by existing policies, while employees acknowledge gender-based differences in work demands, personal protective equipment needs, and risk assessments. Both groups also demonstrate a strong cultural division of labor and low understanding of how gender needs impact work performance. The study aims to investigate these perspectives in order to improve compliance with Malaysia's gender responsive OSH guidelines and better support worker wellbeing.
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XXI World Congress Safety and Health at Work: OSH Implementation in SMEs in M...
This study examined the role of management practices and legislation on OSH (occupational safety and health) implementation in SMEs (small and medium enterprises) in Malaysia. A questionnaire was administered to 152 SMEs across various industries in Northern Malaysia. The results of a hierarchical regression analysis showed that employee participation and safety training were important for achieving certain OSH implementations. Additionally, legislation enhanced the relationship between safety rewards and OSH implementations, and higher levels of legislation strengthened the impact of management commitment and safety training on OSH implementation. The study provides insights into improving OSH practices in Malaysian SMEs through strategic management practices and appropriate legislative support.
XXI World Congress Safety and Health at Work: Safety Capital and Safety Parti...
Management safety commitment alone does not influence safety participation in occupational safety and health management systems (OSH MS). Safety training and employee involvement are important for influencing participation. Implementing an OSH MS requires safety training so it can function effectively with decentralized decision-making. Employee involvement empowers workers to participate in management decisions and improvements. While extrinsic rewards motivate behavior, the role of safety officers providing advice moderates the relationship between management commitment and safety participation in OSH MS, replacing direct management intervention in large organizations.
FMM2018 camp 4IR handouts
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XXI World Safety and Health Conference_060917 s14
The document discusses a study examining perspectives on gender responsive occupational safety and health (OSH) in Malaysia between regulators and employees. The study aimed to understand if regulators who implement OSH practices and employees who receive them have different views. Interviews found regulators focused on equal treatment regardless of gender, while employees noted physical differences and challenges for women, such as carrying heavy loads. Both groups agreed gender differences in the workplace lead to varied health hazards and demands. The discussion section notes a lack of gender awareness among stakeholders and a need for more regulator training on addressing gender in OSH.
4th industrial Revolution
The document discusses how 5 million jobs will disappear due to disruptive technologies in industries like healthcare, transportation, and manufacturing. It notes that installation/maintenance, construction, creative/media, and office jobs will be most affected. Speakers note the need to prepare Malaysia's workforce for the changing nature of work through initiatives like Education 4.0, training grants from HRDF, and developing skills like being holistic, entrepreneurial, balanced, articulate, and thinking. Sources are provided on expectations for future workforce mobility and engaging expatriates.
WCSH2017 Poster SMEs and OSHMS
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Culture & Change
Organizational culture was traditionally seen as something that could be controlled by executives, but is now viewed as a deeper set of shared assumptions that are not easily changed. Culture exists below the surface like an iceberg and is influenced more by everyday experiences than direct management. When seeking to change culture, it is important to determine if compliance with new approaches is genuine or resigned, and if changes are only superficial or reflect deeper shifts in underlying values and behaviors. Effective cultural change involves understanding what can influence culture and why change is needed rather than just how to change.
Leadership
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四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Strategic Org Design with Org Topologies™
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Addiction to Winning Across Diverse Populations.pdf
A anaysis dedicated to identify the addiction on winniing by diverse population
Sethurathnam Ravi: A Legacy in Finance and Leadership
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
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Orgn Structure
- 1. Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin Designing Organizational Structure
- 2. 7-2 Learning Objectives • How an organizational structure is determined? • What are the roles of an organisational structure?
- 3. 7-3 Designing Organizational Structure •Organizational structure: Formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals •Organizational design: Process by which managers make specific organizing choices that result in a particular kind of organizational structure
- 5. 7-5 Divisional Structures •Organizational structure composed of separate business units within which are the functions that work together to produce a specific product for a specific customer •Product structure: Each product line or business is handled by a self-contained division
- 7. 7-7 Divisional Structures •Geographic structure: Each region of a country or area of the world is served by a self-contained division
- 8. 7-8 Market Structure •Market structure: Each kind of customer is served by a self-contained division; also called customer structure •Matrix structure: An organizational structure that simultaneously groups people and resources by function and product
- 11. 7-11 Product Team Design Structure •Product team structure: Members are permanently assigned to a cross-functional team and report only to the product team manager or to one of his direct subordinates •Cross-functional team: Group of managers brought together from different departments to perform organizational tasks
- 12. 7-12 Network Structures •Network structure: Series of strategic alliances that an organization creates with suppliers, manufacturers, and distributors to produce and market a product • It allows firms to bring resources together in a boundary-less organization