The document discusses organizational structure and design. It defines key aspects of structure like complexity, formalization, and centralization. It describes classical views of structure including division of labor, unity of command, and departmentalization. It also discusses different types of organizational designs like mechanistic, organic, Mintzberg's configurations including simple, machine bureaucracy, professional bureaucracy, and adhocracy structures. The document provides an overview of factors that influence organizational structure design like strategy, size, technology, environment, and power and politics.
In this slide we will learn that how to Structure and Design an organization and after understanding this you will be able to design and structure the organization.
In this slide we will learn that how to Structure and Design an organization and after understanding this you will be able to design and structure the organization.
Organizational Structure
How job tasks are formally divided, grouped, and coordinated.
Key Elements:
Work specialization
Departmentalization
Chain of command
Span of control
Centralization and decentralization
Formalization
Contact:
nomanaleemft@gmail.com
00923084089243
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.
Organizational Structure
How job tasks are formally divided, grouped, and coordinated.
Key Elements:
Work specialization
Departmentalization
Chain of command
Span of control
Centralization and decentralization
Formalization
Contact:
nomanaleemft@gmail.com
00923084089243
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.
Management Essentials & Leadership Art project on leader of Foxconn: Terry GouDarpan Agarwal (安达瑞)
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NUS-ISS Seminar: Data-Driven Opportunities for Improved Population Health Management, by Ms Priyanka Grover, Applications Senior Manager, Integrated Health Information Systems (IHiS)
This presentation gives an executive overview of what is Business Process Management and explains why any successful company in the 21st Century organization will use BPM.
The presentation is divided into 3 parts: introduction of the process (BPM), process digitalization and the process platform (BPMS) and we end with the example of the Microsoft BPM platform. Architect. Mr. Pinto is an expert on Business Process Management, Machine-2-Machine communications and Complex Adaptive Systems, which are disciplines he combines in his designs to build cognitive-event-driven information systems.
Contact us at www.m2msysonline.com and see how we can help you significantly improve efficiency and effectiveness.
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2. What is Structure?
The degree of complexity, formalization and
centralization in the organization.
Complexity is the degree of vertical, horizontal
and spatial differentiation in an organization
Formalization is the degree to which jobs within
the organization are standardized.
Centralization is the degree to which decision
making in concentrated at a single point in the
organization
3. Classical View of Structure
Division of Labour – Specialization; breaking
jobs down into simple and repetitions tasks
Unity of Command – a subordinate should have
only one superior to whom he or she is directly
responsible.
Responsibility - an obligation to perform
Line Authority – authority to direct the work of a
subordinate
4. Classical View of Structure……
Chain of Command – the superior-subordinate
authority chain that extends from the top of the
organization to the lowest echelon
Staff Authority – positions that support, assist
and advise line managers
Span of Control – the number of subordinates a
manger can efficiently and effectively divert
Departmentation: grouping of activities on some
common basis
5. Departmentation by Function
Plant Manager
Manger Manager Manger Manger Manager
Engineering Accounts Manufacturing Personal Purchase
6. Departmentalization by Product
President
VP VP
VP (Fuels)
(Lubricants & Waxes) (chemicals)
Marketing
Planning
Supply & distribution
Manufacturing
8. Departmentalization by Geography
VP (Sales)
Sales Manager Sales Manager Sales Manager Sales Manager
Western Region Southern Region Northern Region Eastern Region
9. Departmentalization by Process
Plant Manager
Inspectio
packing
Cast Press Tube Finishing
&
Department Department Department Department
Shippin
Manager Manager Manager Manager
Dept
Manage
10. The coming of the New Organization
Rapid and unexpected change
Increasing diversity
Change in managerial behaviour
Adoption to computer technology
14. The Organic Structure…..
Low horizontal differentiation
Collaboration (both horizontal and vertical)
Adaptable duties
Low formalization
Informal communication
Decentralized decision authority
15. Why do Structures Differ?
Strategy
Strategy Structural Option
Innovation Organic: loose structures; low
division of labour, low formalization,
decentralized.
Cost Mechanistic: tight control; extensive
minimizatio division of labour, high formalization,
n high centralization.
Initiation Mechanistic and Organic: mix of
loose and tight properties; tight
controls for current activities, loose
controls for newer undertakings.
16. Why do Structures Differ?.....
Size
Increase in the number of employees results in
• High complexity
• High formalization
• decentralization
17. Why do Structures Differ?....
Technology
Unit Mass Process
Production Production Production
Structural Low vertical Moderate High vertical
characteristic differentiation vertical differentiation
Low horizontal differentiation Low
s
differentiation High horizontal
Low horizontal differentiation
formalization differentiation Low
High formalization
formalization
Most Organic Mechanistic Organic
effective
18. Technology…
Task variability
Few Exceptions Many Exceptions
Well-defined Routine Engineering
Problem 1 2
Analyzability 3 4
Craft Non routine
Ill-defined
19. Technology…
Input A B C D Output
A. Long-linked Technology
Transformational
Client A Process Client B
B. Mediating Technology
Resources
A
B Transformational
C
Output
Process
D
Feedback
C. Intensive Technology
20. Why do Structures Differ?.....
Stable
Environment
Abundant
simple Complex
Scarce
Dynamic
Three Dimensional Model of the Environment
21. Why do Structures Differ?...
Power control
An organization structure is the result of power
struggle by internal constituencies who are
seeking to further their interests
22. Mintzberg`s five design configurations
The operating core: Employees who perform the basic
work related to the production of products and services
The strategic apex: Top level managers who are
charged with the overall responsibility of the organization
The middle level: Managers who connect the operating
core to the strategic apex
The technosturcture: Analysts who have the
responsibility for effecting certain forms of
standardization in the organization
The support staff: People who fill the staff units, who
provide indirect services for the organization
30. The Matrix Structure
Programs Under Master’ Ph.D. Researc Executive Communit
Academic graduate s h programs y service
departments
programs
Accounting
Administrati
ve Studies
Economics
Finance
Marketing
Matrix Structure for a College of Business Administration