Structure of organisation
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Organization structure establishes the relationships between job positions and defines authority relationships. It groups similar jobs into departments under one manager to facilitate coordination. Job design specifies tasks and qualifications for each job and informs organization structure. Structure can be functional, grouping all work into major departments, or divisional, grouping activities and personnel by product line for expertise in each product. Span of control refers to the number of jobs one manager can supervise and delegation of authority allows managers to transfer decision making power to subordinates for large departments.
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Basic Organizational Design
In the name of ALLAH the most beneficent and the most mercifully
My self Usman Ashraf and I ma the Student of Hailey College OF Commerce, University Of the Punjab, Lahore. My other Group Members are Ahmad Raza (MC14 – 299) , Liaqat Ali (MC14 – 282) Raza Ahmad (MC14 – 288) and Ali Raza (MC14 – 303) . to day we all present hare the topic “Basic Organization Design”
in this chapter we present the foundations of organization structure. We define the concept and its key components, introduce organization design options, consider contingency variable that determine when the certain design options work better then other’s and explore the concept of organization culture.
know the question is What is Organization Design – is the process in which manager develop or change their organization structure
Organization Structure means the linking of department and jobs within the organization
BY Organization Structure we means the three things
1 - The Location Of Design Making Responsibility in the firm.
2- The Formal division of Organization into Subunits.
3 - Establishment of integrating mechanisms to coordinate the activities of subunits
there are Six basic elements of Structure:
1-Work specialization 2-Unity Of command
3-Span Of control 4-Authority & Responsibility
5-Centralization Verses Decentralization 6-Departmentaliza-tion
Know the question is what is work-specialization - The degree to which tasks in the organization are divided into separate jobs with each step completed by a different person.
Overspecialization can result in human diseconomies from boredom, fatigue, stress, poor quality, increased absenteeism, and higher turnover.
there are some Advantages and disadvantages of work-specialization
the Next one is Chain of Command – The continuous line of authority that extends from upper levels of an organization to the lowest levels of the organization and clarifies who reports to whom.
In the Chain of command I also define the Unity Of Command - The Management Principal that no person should report to more then one boss. In this diagram show that how the chain of command exist in the organization
Span of Control
The number of employees who can be effectively and efficiently supervised by a manager.
Width of span is affected by:
1- Skills and abilities of the manager – 2-Employee characteristics -3- Characteristics of the work being done 4-Similarity of tasks 5-Complexity of tasks 6-Physical proximity of subordinates 7-Standardization of tasks
Structure of organisation
Structure of Organisation: - Organisation structure are patterns of relationship among the various positions in a firm and among the various people occupying the positions. • Job Design • Departmentalization • Span of Control• Delegation of Authority
Challenges of organizational design
The document discusses three key challenges of organizational design: balancing differentiation and integration, balancing centralization and decentralization, and balancing standardization and mutual adjustment. It focuses on differentiation and integration, explaining that differentiation is how tasks and roles are structured, while integration coordinates different tasks and roles. There are several mechanisms for integration, such as hierarchies, direct contact between managers, liaison roles, task forces, teams, and integrating roles/departments. The goal is achieving the right balance of differentiation and integration.
Organization structures
Organization structure refers to how tasks are allocated and how authority flows within an organization. There are several common organization structures, including functional, divisional, matrix, and virtual structures. Choosing an optimal structure involves balancing factors like centralization vs decentralization, standardization vs flexibility, and specialization vs integration. Common challenges in designing an organization structure include balancing these factors and coordinating interdependent tasks across divisions. The organization structure impacts decision making, goal achievement, adaptation to changes, performance evaluation, and communication within the organization.
Organizational structure and design
This document provides an overview of organizational structure and design. It discusses the purposes of organizing work into jobs and departments. It defines organizational structure and organizational design, outlining six key elements of design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Different types of departmentalization and their advantages/disadvantages are presented. Contingency factors that influence organizational design such as strategy, size, technology, and environment are also covered.
Organizational structure and design
Organizational structure and design is important for ensure effectiveness and efficiency of a organization. There are many organizational structure but individuals have to choose which one is perfect and effective for his own organization.
Types of organizational Structure
The document discusses different types of organizational structures used by companies, including functional, divisional, matrix, and line and staff structures. It provides details on each structure such as their key characteristics, advantages and disadvantages. Examples are given of companies that use divisional and matrix structures like Microsoft and Walmart. The organizational structure defines how tasks, coordination and supervision are directed towards achieving organizational goals.
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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Basic Organizational Design
In the name of ALLAH the most beneficent and the most mercifully
My self Usman Ashraf and I ma the Student of Hailey College OF Commerce, University Of the Punjab, Lahore. My other Group Members are Ahmad Raza (MC14 – 299) , Liaqat Ali (MC14 – 282) Raza Ahmad (MC14 – 288) and Ali Raza (MC14 – 303) . to day we all present hare the topic “Basic Organization Design”
in this chapter we present the foundations of organization structure. We define the concept and its key components, introduce organization design options, consider contingency variable that determine when the certain design options work better then other’s and explore the concept of organization culture.
know the question is What is Organization Design – is the process in which manager develop or change their organization structure
Organization Structure means the linking of department and jobs within the organization
BY Organization Structure we means the three things
1 - The Location Of Design Making Responsibility in the firm.
2- The Formal division of Organization into Subunits.
3 - Establishment of integrating mechanisms to coordinate the activities of subunits
there are Six basic elements of Structure:
1-Work specialization 2-Unity Of command
3-Span Of control 4-Authority & Responsibility
5-Centralization Verses Decentralization 6-Departmentaliza-tion
Know the question is what is work-specialization - The degree to which tasks in the organization are divided into separate jobs with each step completed by a different person.
Overspecialization can result in human diseconomies from boredom, fatigue, stress, poor quality, increased absenteeism, and higher turnover.
there are some Advantages and disadvantages of work-specialization
the Next one is Chain of Command – The continuous line of authority that extends from upper levels of an organization to the lowest levels of the organization and clarifies who reports to whom.
In the Chain of command I also define the Unity Of Command - The Management Principal that no person should report to more then one boss. In this diagram show that how the chain of command exist in the organization
Span of Control
The number of employees who can be effectively and efficiently supervised by a manager.
Width of span is affected by:
1- Skills and abilities of the manager – 2-Employee characteristics -3- Characteristics of the work being done 4-Similarity of tasks 5-Complexity of tasks 6-Physical proximity of subordinates 7-Standardization of tasks
Structure of organisation
Structure of Organisation: - Organisation structure are patterns of relationship among the various positions in a firm and among the various people occupying the positions. • Job Design • Departmentalization • Span of Control• Delegation of Authority
Challenges of organizational design
The document discusses three key challenges of organizational design: balancing differentiation and integration, balancing centralization and decentralization, and balancing standardization and mutual adjustment. It focuses on differentiation and integration, explaining that differentiation is how tasks and roles are structured, while integration coordinates different tasks and roles. There are several mechanisms for integration, such as hierarchies, direct contact between managers, liaison roles, task forces, teams, and integrating roles/departments. The goal is achieving the right balance of differentiation and integration.
Organization structures
Organization structure refers to how tasks are allocated and how authority flows within an organization. There are several common organization structures, including functional, divisional, matrix, and virtual structures. Choosing an optimal structure involves balancing factors like centralization vs decentralization, standardization vs flexibility, and specialization vs integration. Common challenges in designing an organization structure include balancing these factors and coordinating interdependent tasks across divisions. The organization structure impacts decision making, goal achievement, adaptation to changes, performance evaluation, and communication within the organization.
Organizational structure and design
This document provides an overview of organizational structure and design. It discusses the purposes of organizing work into jobs and departments. It defines organizational structure and organizational design, outlining six key elements of design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Different types of departmentalization and their advantages/disadvantages are presented. Contingency factors that influence organizational design such as strategy, size, technology, and environment are also covered.
Organizational structure and design
Organizational structure and design is important for ensure effectiveness and efficiency of a organization. There are many organizational structure but individuals have to choose which one is perfect and effective for his own organization.
Types of organizational Structure
The document discusses different types of organizational structures used by companies, including functional, divisional, matrix, and line and staff structures. It provides details on each structure such as their key characteristics, advantages and disadvantages. Examples are given of companies that use divisional and matrix structures like Microsoft and Walmart. The organizational structure defines how tasks, coordination and supervision are directed towards achieving organizational goals.
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.
Organizational Structure
Organizational structures describe how tasks, reporting relationships, and communication are arranged within an organization. There are several common types of organizational structures including functional, divisional, matrix, and geographic structures. A functional structure groups employees by specialty or skillset into departments like production, marketing, R&D, etc. A divisional structure organizes employees into business units based on products, projects or markets. A matrix structure uses dual reporting relationships where employees report to both a functional manager and project/product manager. A geographic structure arranges business units based on their physical location.
Designing Organizational Structure
The document discusses key elements of organizational design. It lists the names of group members and their presentation topic as organizing. It then defines organizing and organizational structure. There are six key elements of organizational design discussed - work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. Each element is further explained, such as the different types of departmentalization and their definitions.
Organisational Structure
Organizational structures help define roles, responsibilities, and reporting relationships within a company. There are several common types of organizational structures, including functional, product, customer, geographic, line-staff, and matrix. Functional structures group individuals by department, such as HR, accounting, purchasing. Product structures organize by product line, with each product executive overseeing everything related to that product. Customer structures specialize in different customer types' needs. Geographic structures support regional logistical and customer demands. Line-staff structures establish goals fulfilled by staff. Matrix structures use cross-functional teams led by both functional and product/business group managers.
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The importance of Organisation Structure cannot be undermined. The slides aim to illustrate different types of Structures, their relevance and role in shaping the design along with few case studies and work exercises on How to design and select an Organisation structure.
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This document discusses 5 basic types of organizational structures: functional, divisional, matrix, line and staff, and project. The functional structure groups employees by their specialized function. The divisional structure groups employees responsible for a particular product or market. The matrix structure combines functional and divisional structures with dual reporting relationships. The line and staff structure combines a centralized approval structure with specialized support staff departments. Finally, the project structure organizes employees into teams dedicated to completing specific projects.
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The document discusses different types of organizational structures and how they differ based on factors like strategy, size, technology, and environment. It provides Greg Strakosch, founder and CEO of Tech Target, as an example of an organic organization with 210 employees and no set policies, where results have the highest priority. While this structure provides independence and flexibility, it can lack coordination and risk underachievement by employees.
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The document discusses different types of organizational structures that companies use, including functional, line, matrix, and line and staff structures. It provides details on the key features and advantages and disadvantages of each structure. The functional structure groups employees by specialized functions, while the line structure has a strict top-down hierarchy. The matrix structure combines functional and project-based reporting, and the line and staff structure adds specialized staff positions that advise line managers. Overall, the document aims to explain how organizational structures can help companies operate efficiently and achieve goals.
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This document discusses different types of organizational structures and designs. It describes centralization vs decentralization in decision making. The main organizational structures covered are functional, divisional, matrix, line and staff, and project structures. The functional structure groups employees by similar job functions. The divisional structure groups employees responsible for particular products or markets. The matrix structure combines functional and divisional reporting relationships. The line and staff structure combines a line structure with staff support departments. And the project structure organizes teams for specific projects with project managers coordinating resources.
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The document discusses organizational structure and how it relates to employee behavior. It defines organizational structure as how job tasks are divided and coordinated. There are six key elements that define an organization's structure: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. An organization's structure can be simple, bureaucratic, matrix, team-based, virtual, or boundaryless. The factors that influence organizational design include strategy, size, technology, and environment.
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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 organizational designs including the mechanistic, organic, and matrix models. The mechanistic model emphasizes production and efficiency through specialization, centralization, and formalization. The organic model emphasizes adaptability through informality, decentralization, and simple structures. The matrix model superimposes product-based designs onto function-based designs. It discusses the advantages of matrix organizations and different forms they can take. The document also covers considerations for multinational organizational structures and boundaryless organizations that break down barriers.
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Organizational structures describe how tasks, reporting relationships, and communication are arranged within an organization. There are several common types of organizational structures including functional, divisional, matrix, and geographic structures. A functional structure groups employees by specialty or skillset into departments like production, marketing, R&D, etc. A divisional structure organizes employees into business units based on products, projects or markets. A matrix structure uses dual reporting relationships where employees report to both a functional manager and project/product manager. A geographic structure arranges business units based on their physical location.
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The document discusses key elements of organizational design. It lists the names of group members and their presentation topic as organizing. It then defines organizing and organizational structure. There are six key elements of organizational design discussed - work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. Each element is further explained, such as the different types of departmentalization and their definitions.
Organisational Structure
Organizational structures help define roles, responsibilities, and reporting relationships within a company. There are several common types of organizational structures, including functional, product, customer, geographic, line-staff, and matrix. Functional structures group individuals by department, such as HR, accounting, purchasing. Product structures organize by product line, with each product executive overseeing everything related to that product. Customer structures specialize in different customer types' needs. Geographic structures support regional logistical and customer demands. Line-staff structures establish goals fulfilled by staff. Matrix structures use cross-functional teams led by both functional and product/business group managers.
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The importance of Organisation Structure cannot be undermined. The slides aim to illustrate different types of Structures, their relevance and role in shaping the design along with few case studies and work exercises on How to design and select an Organisation structure.
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The document discusses different types of organizational structures and how they differ based on factors like strategy, size, technology, and environment. It provides Greg Strakosch, founder and CEO of Tech Target, as an example of an organic organization with 210 employees and no set policies, where results have the highest priority. While this structure provides independence and flexibility, it can lack coordination and risk underachievement by employees.
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The document discusses different types of organizational structures including functional, product, geographical, matrix, team, virtual, and line and staff structures. It describes the key elements and characteristics of each structure as well as their advantages and disadvantages. Organizational structure refers to how jobs are formally arranged and the way work flows through an organization. The choice of structure depends on factors like the business environment and a company's goals.
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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.
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The document discusses different types of organizational structures that companies use, including functional, line, matrix, and line and staff structures. It provides details on the key features and advantages and disadvantages of each structure. The functional structure groups employees by specialized functions, while the line structure has a strict top-down hierarchy. The matrix structure combines functional and project-based reporting, and the line and staff structure adds specialized staff positions that advise line managers. Overall, the document aims to explain how organizational structures can help companies operate efficiently and achieve goals.
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This document discusses different types of organizational structures and designs. It describes centralization vs decentralization in decision making. The main organizational structures covered are functional, divisional, matrix, line and staff, and project structures. The functional structure groups employees by similar job functions. The divisional structure groups employees responsible for particular products or markets. The matrix structure combines functional and divisional reporting relationships. The line and staff structure combines a line structure with staff support departments. And the project structure organizes teams for specific projects with project managers coordinating resources.
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This document discusses organizational structures and their characteristics. It begins by defining organizational structure as the ways in which a firm can organize itself, such as by function, product, or service. It then examines different types of structures including functional, divisional, and matrix structures. For each type, it provides examples and discusses their advantages and disadvantages. Additional topics covered include mechanistic versus organic structures, team and network structures, and circular structures. The document provides a comprehensive overview of key considerations in organizational structure.
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The document discusses various concepts related to organizational structure and design including departmentalization, establishing reporting relationships, allocating authority, coordination activities, and basic forms of organizational design. It provides examples of different departmentalization approaches like functional, team-based, matrix, and network. It also outlines principles of organizational design such as division of labor, unity of command, and spans of control. Current issues organizations face include adapting to a changing environment and addressing workforce diversity and ethics.
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The document discusses different types of organizational structures including entrepreneurial, functional, divisional, matrix, and flat and tall structures. It also covers topics like outsourcing, offshoring, shared service approaches, and strategic alliances. Organizational structure defines how tasks, coordination, and supervision are structured to achieve organizational goals through lines of authority and communication channels within an organization. There are various factors that influence the choice of structure such as the organization's size, strategy, environment and technology.
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The document discusses different types of organization structures, including line, line and staff, functional, project, and matrix structures. It provides details on the key characteristics of each structure as well as their merits and demerits. The line structure is the oldest and simplest with a clear line of authority from top to bottom, but it can overburden managers and lack specialization. The line and staff structure introduces staff functions to support the core line functions through expert advice, but it can also lead to conflicts. Functional and project structures group employees by specialty or project, respectively, and matrix structures combine functional and project approaches.
Designing organizational structure for achieving efficiency
ORGANIZATIONAL STRUCTURE is How activities are directed toward the achievement of organizational aims.
Org structure
The document discusses organizational structure, defining it as how tasks are divided and coordinated within an organization. It identifies three core dimensions of organizational structure: complexity, formalization, and centralization. Complexity refers to the degree of differentiation, formalization to the standardization of jobs, and centralization to where decision-making power is concentrated. The document also covers functional, divisional, matrix, and project organizational structures.
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The document discusses organizational structure and how it relates to employee behavior. It defines organizational structure as how job tasks are divided and coordinated. There are six key elements that define an organization's structure: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. An organization's structure can be simple, bureaucratic, matrix, team-based, virtual, or boundaryless. The factors that influence organizational design include strategy, size, technology, and environment.
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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 organizational designs including the mechanistic, organic, and matrix models. The mechanistic model emphasizes production and efficiency through specialization, centralization, and formalization. The organic model emphasizes adaptability through informality, decentralization, and simple structures. The matrix model superimposes product-based designs onto function-based designs. It discusses the advantages of matrix organizations and different forms they can take. The document also covers considerations for multinational organizational structures and boundaryless organizations that break down barriers.
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Org. structure by Neeraj Bhandari ( Surkhet.Nepal )
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Structure of organisation
- 1. Organization structure is the established pattern of relationship among various job positions of the enterprise. Organization structure is defined as “a system of job positions, the roles assigned to them and the authority relation among the various positions”. It provides framework for managers and other employees for performing their functions.
- 3. Job Design Organizational Structure DEPARTME-NTATION SPAN OF CONTROL Delegation of authority
- 4. The various tasks to be accomplished under each job and the qualities, skills and qualifications required to undertake a particular job are specified in job design. Job design helps in formulating organizational structure.
- 5. Similar jobs are grouped together to form a department. Co-ordination of different jobs becomes easy, when similar jobs are grouped under one department and under one manager.
- 6. The number of jobs a manager can effectively supervise and control are called span of control. Span of control varies accordingly to the nature of industry, type of products, service and organization process involved.
- 7. After grouping the jobs into departments, the powers required to perform the jobs are determined. Where the number of jobs in a department is large, and exercising authority may be difficult, part of the authority may be transferred to subordinates. The transmission of decision making power to subordinates by superior is called delegation of authority.
- 9. Function structure is formed by grouping together the entire work to be done into major functional departments. In functional organizational structure. Each major function of business is organized as a separate department.
- 10. Chairman /Managing Director Manager Production Manager Marketing Manager Finance Manager Human Resource
- 11. Chairman /Managing Director General Manager Production General Manager Marketing General Manager Finance General Manager Human Resource
- 12. o In large and diversified organizations, activities and personnel are grouped on the basis of different products manufactured. o Divisional structure facilitates expertise in one product line. o It becomes easy for the top management for easily Co-ordinate the activities of different product manufactured.
- 13. Chairman /Managing Director G.M Product A division Manager production Manager Personnel G.M Product B division Manager Production Manager Personnel G.M Product C division Manager Production Manager Personnel G.M Product D division Manager production Manager Personnel