Structuring and Designing Organizations.pptx
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This document outlines key elements of organizational design including work specialization, departmentalization, chain of command, span of control, types of power, and centralization/decentralization. It also discusses contingency factors that influence organizational design models and compares traditional designs like simple, functional, and division structures to contemporary designs such as team, matrix, boundaryless, and learning structures. Additionally, it addresses design challenges modern organizations face and distinguishes between organizational learning and a learning organization.
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The document outlines key aspects of organizational structure and design, including:
- Traditional and contemporary views of work specialization, departmentalization, chain of command, span of control, centralization, and formalization.
- Contingency factors that influence design decisions such as strategy, size, technology, and environmental uncertainty.
- Traditional organizational designs including simple, functional, and divisional structures.
- Contemporary designs like team-based, matrix, project structures and virtual, network, and modular organizations.
- Characteristics of learning organizations that empower employees and promote knowledge sharing.
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The document discusses organizational structure and design. It describes six key elements of organizational design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. It also discusses two basic organizational structures - mechanistic and organic. An organization's structure is contingent on factors like its strategy, size, technology, and environmental uncertainty. Traditional structures include simple, functional, and divisional forms, while contemporary structures incorporate teams, matrices, projects, boundaryless, and learning organizations.
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This document discusses organizational structure and design. It covers key elements of organizational design like work specialization, departmentalization, chain of command, span of control, and centralization. Traditional organizational designs like functional, divisional, and simple structures are described. Contemporary designs include team structures, matrix structures, project structures, and boundaryless organizations. Challenges of designing organizations in today's environment are also noted.
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The document discusses organizational structure and design. It defines organization and organizational structure as how an entity arranges its roles, responsibilities, and relationships to achieve its goals efficiently. There are four main types of organizational structures: functional, divisional, matrix, and flat. Organizational design is the process of structuring an organization's resources to achieve its objectives and can impact performance. Common design models include McKinsey's 7S, Galbraith's Star Model, and the Transformation Model. Strategy, environment, technology, size, and culture are five key factors that affect organizational design.
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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 traditional and contemporary designs are described, including functional, divisional, team, matrix, project, and boundaryless structures.
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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.
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The document outlines key aspects of organizational structure and design, including:
- Traditional and contemporary views of work specialization, departmentalization, chain of command, span of control, centralization, and formalization.
- Contingency factors that influence design decisions such as strategy, size, technology, and environmental uncertainty.
- Traditional organizational designs including simple, functional, and divisional structures.
- Contemporary designs like team-based, matrix, project structures and virtual, network, and modular organizations.
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The document discusses organizational structure and design. It describes six key elements of organizational design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. It also discusses two basic organizational structures - mechanistic and organic. An organization's structure is contingent on factors like its strategy, size, technology, and environmental uncertainty. Traditional structures include simple, functional, and divisional forms, while contemporary structures incorporate teams, matrices, projects, boundaryless, and learning organizations.
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task for my group in this subject but we did it simple as we can .. the explanation is already wrote in the text book .. all the examples were there .
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This document discusses organizational structure and design. It covers key elements of organizational design like work specialization, departmentalization, chain of command, span of control, and centralization. Traditional organizational designs like functional, divisional, and simple structures are described. Contemporary designs include team structures, matrix structures, project structures, and boundaryless organizations. Challenges of designing organizations in today's environment are also noted.
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The document discusses organizational structure and design. It defines organization and organizational structure as how an entity arranges its roles, responsibilities, and relationships to achieve its goals efficiently. There are four main types of organizational structures: functional, divisional, matrix, and flat. Organizational design is the process of structuring an organization's resources to achieve its objectives and can impact performance. Common design models include McKinsey's 7S, Galbraith's Star Model, and the Transformation Model. Strategy, environment, technology, size, and culture are five key factors that affect organizational design.
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Task-1Question Module 5 Discussion ForumChapter-Manufactu.docx
Task-1
Question: Module 5 Discussion Forum
Chapter-Manufacturing and Service Technologies
Discuss the ideas that are essential while designing an organization.
Follow below instruction/rules to complete the assignment.
Within each module, there is a list of key terms. Each student will select one of the key terms and conduct a search of Campbellsville University’s online Library resources to find 1 recent peer reviewed article (within the past 3 years) that closely relate to the concept. Your submission must include the following information in the following format:
DEFINITION: a brief definition of the key term followed by the APA reference for the term; this does not count in the word requirement.
SUMMARY: Summarize the article in your own words- this should be in the 150-200-word range. Be sure to note the article's author, note their credentials and why we should put any weight behind his/her opinions, research or findings regarding the key term.
DISCUSSION: Using 300-350 words, write a brief discussion, in your own words of how the article relates to the selected chapter Key Term. A discussion is not rehashing what was already stated in the article, but the opportunity for you to add value by sharing your experiences, thoughts and opinions. This is the most important part of the assignment.
REFERENCES: All references must be listed at the bottom of the submission--in APA format. (continued) Be sure to use the headers in your submission to ensure that all aspects of the assignment are completed as required.
Any form of plagiarism, including cutting and pasting, will result in zero points for the entire assignment.
Material:
Reading Assignment
· Read Description and definition of Organization Design
· Read JOAN WOODWARD: TECHNOLOGY DRIVES STRUCTURE
· Read and watch What is Lean?
· Read and view resources with What is Kaizen
· Read The organization of organizations
· View SocioTechnical Systems Overview then read Socio-Technical Systems Theory
· Read Factors to Consider in Organizational Design
· Read How Leadership Characteristics Affect Organizational Decline and Downsizing
Task2:
Please provide comments/replies for below three discussions. Each comment/reply should be atleast 150 words.
Classmate disc1:
by Kaushik Sanghi - Saturday, 4 April 2020, 3:03 AM
Designing an organization's structure is an important process and involves the consideration of the accompanying factors:
Manufacturing/Service: Whether the center offering of the firm is a fabricated item or service is critical for designing the organization since the strategy, innovation, and execution shift generally between the 2 offerings.
Process stream: The process stream of the center activities of the firm assume a vital job in designing the organizational structure so as to increase the effectiveness of accessible resources. An increasingly inflexible process stream described by the association of departments leads to a couple of options in designing versus a p.
Task-1Question Module 5 Discussion ForumChapter-Manufactu.docx
Task-1
Question: Module 5 Discussion Forum
Chapter-Manufacturing and Service Technologies
Discuss the ideas that are essential while designing an organization.
Follow below instruction/rules to complete the assignment.
Within each module, there is a list of key terms. Each student will select one of the key terms and conduct a search of Campbellsville University’s online Library resources to find 1 recent peer reviewed article (within the past 3 years) that closely relate to the concept. Your submission must include the following information in the following format:
DEFINITION: a brief definition of the key term followed by the APA reference for the term; this does not count in the word requirement.
SUMMARY: Summarize the article in your own words- this should be in the 150-200-word range. Be sure to note the article's author, note their credentials and why we should put any weight behind his/her opinions, research or findings regarding the key term.
DISCUSSION: Using 300-350 words, write a brief discussion, in your own words of how the article relates to the selected chapter Key Term. A discussion is not rehashing what was already stated in the article, but the opportunity for you to add value by sharing your experiences, thoughts and opinions. This is the most important part of the assignment.
REFERENCES: All references must be listed at the bottom of the submission--in APA format. (continued) Be sure to use the headers in your submission to ensure that all aspects of the assignment are completed as required.
Any form of plagiarism, including cutting and pasting, will result in zero points for the entire assignment.
Material:
Reading Assignment
· Read Description and definition of Organization Design
· Read JOAN WOODWARD: TECHNOLOGY DRIVES STRUCTURE
· Read and watch What is Lean?
· Read and view resources with What is Kaizen
· Read The organization of organizations
· View SocioTechnical Systems Overview then read Socio-Technical Systems Theory
· Read Factors to Consider in Organizational Design
· Read How Leadership Characteristics Affect Organizational Decline and Downsizing
Task2:
Please provide comments/replies for below three discussions. Each comment/reply should be atleast 150 words.
Classmate disc1:
by Kaushik Sanghi - Saturday, 4 April 2020, 3:03 AM
Designing an organization's structure is an important process and involves the consideration of the accompanying factors:
Manufacturing/Service: Whether the center offering of the firm is a fabricated item or service is critical for designing the organization since the strategy, innovation, and execution shift generally between the 2 offerings.
Process stream: The process stream of the center activities of the firm assume a vital job in designing the organizational structure so as to increase the effectiveness of accessible resources. An increasingly inflexible process stream described by the association of departments leads to a couple of options in designing versus a p.
Task-1Question Module 5 Discussion ForumChapter-Manufactu.docx
Task-1
Question: Module 5 Discussion Forum
Chapter-Manufacturing and Service Technologies
Discuss the ideas that are essential while designing an organization.
Follow below instruction/rules to complete the assignment.
Within each module, there is a list of key terms. Each student will select one of the key terms and conduct a search of Campbellsville University’s online Library resources to find 1 recent peer reviewed article (within the past 3 years) that closely relate to the concept. Your submission must include the following information in the following format:
DEFINITION: a brief definition of the key term followed by the APA reference for the term; this does not count in the word requirement.
SUMMARY: Summarize the article in your own words- this should be in the 150-200-word range. Be sure to note the article's author, note their credentials and why we should put any weight behind his/her opinions, research or findings regarding the key term.
DISCUSSION: Using 300-350 words, write a brief discussion, in your own words of how the article relates to the selected chapter Key Term. A discussion is not rehashing what was already stated in the article, but the opportunity for you to add value by sharing your experiences, thoughts and opinions. This is the most important part of the assignment.
REFERENCES: All references must be listed at the bottom of the submission--in APA format. (continued) Be sure to use the headers in your submission to ensure that all aspects of the assignment are completed as required.
Any form of plagiarism, including cutting and pasting, will result in zero points for the entire assignment.
Material:
Reading Assignment
· Read Description and definition of Organization Design
· Read JOAN WOODWARD: TECHNOLOGY DRIVES STRUCTURE
· Read and watch What is Lean?
· Read and view resources with What is Kaizen
· Read The organization of organizations
· View SocioTechnical Systems Overview then read Socio-Technical Systems Theory
· Read Factors to Consider in Organizational Design
· Read How Leadership Characteristics Affect Organizational Decline and Downsizing
Task2:
Please provide comments/replies for below three discussions. Each comment/reply should be atleast 150 words.
Classmate disc1:
by Kaushik Sanghi - Saturday, 4 April 2020, 3:03 AM
Designing an organization's structure is an important process and involves the consideration of the accompanying factors:
Manufacturing/Service: Whether the center offering of the firm is a fabricated item or service is critical for designing the organization since the strategy, innovation, and execution shift generally between the 2 offerings.
Process stream: The process stream of the center activities of the firm assume a vital job in designing the organizational structure so as to increase the effectiveness of accessible resources. An increasingly inflexible process stream described by the association of departments leads to a couple of options in designing versus a p.
Chap003
The document discusses different project management structures for organizing projects within organizations. It describes the functional structure, where different project segments are delegated to respective functional units, and the dedicated team structure, where teams operate separately under a project manager. It also discusses the matrix structure, a hybrid that overlays the functional structure, with project participants reporting to both functional and project managers. The best structure balances project and organizational needs based on factors like project size, importance, and resources available. Organizational culture also influences appropriate project management structures.
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The document discusses different elements of organizational structure including work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. It then describes common organizational designs like the simple structure, bureaucracy, and matrix structure. Finally, it discusses new design options like virtual organizations and boundaryless organizations as well as factors that influence organizational structure like strategy, size, technology, and environment.
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This document discusses organizational structures and designs. It defines organizational structure as the formal configuration between individuals and groups regarding task allocation, responsibilities, and authorities. An organizational chart is a diagram representing connections between departments. Key elements that impact organizational design are discussed, including work specialization, departmentalization, authority/responsibility, span of control, centralization vs decentralization, and formalization. Traditional and contemporary organizational designs like functional, divisional, matrix, team, project, boundaryless, virtual and learning organizations are described.Organizational Behavior & Organization Designs
Organizational behavior and design can be summarized in 3 points:
1. Organizational design refers to how managers structure organizations to achieve goals through elements like task allocation, reporting relationships, and departmentalization. Common designs include functional, divisional, matrix, and hybrid forms.
2. Organizational behavior studies human behavior, attitudes, and performance in organizations. It draws from disciplines like psychology, sociology, and anthropology.
3. Managers perform functions like planning, organizing, leading, and controlling. Their roles can be informational, interpersonal, and decisional. Organizational behavior aims to improve outcomes like productivity, turnover, effectiveness, and job satisfaction.
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Restructuring Organizations
learning
objectives
Describe the most common organization structures used today and
understand their strengths and weaknesses.
Present the process of downsizing.
Describe and evaluate the reengineering intervention.
In this chapter, we begin to examine techno-structural interventions—change programsfocusing on the technology and structure of
organizations. Increasing global competition and
rapid technological and environmental changes
are forcing organizations to restructure them-
selves from rigid bureaucracies to leaner, more
flexible designs. These new forms of organi-
zing are highly adaptive and innovative, but
require more sophisticated managerial capabilities
to operate successfully. They often result in fewer
managers and employees and in streamlined work
flows that break down functional barriers.
Interventions aimed at structural design include
moving from more traditional ways of dividing the
organization’s overall work, such as functional,
divisional, and matrix structures, to more integrative
and flexible forms, such as process, customer-centric,
and network structures. Diagnostic guidelines help
determine which structure is appropriate for particular
organizational environments, technologies, and
conditions.
Downsizing seeks to reduce costs and
bureaucracy by decreasing the size of the organi-
zation. This reduction in personnel can be accomp-
lished through layoffs, organization redesign, and
outsourcing, which involves moving functions that
are not part of the organization’s core competence
to outside contractors. Successful downsizing is
closely aligned with the organization’s strategy.
Reengineering radically redesigns the organi-
zation’s core work processes to give tighter
linkage and coordination among the different
tasks. This workflow integration results in faster,
more responsive task performance. Reengineering
often is accomplished with new information
technology that permits employees to control and
coordinate work processes more effectively.
12-1 Structural Design
Organization structure describes how the overall work of the organization is divided into
subunits and how these subunits are coordinated for task completion. Based on a contin-
gency perspective shown in Figure 12.1, organization structures should be designed to
fit with at least four factors: the environment, organization size, technology, and
339
organization strategy. Organization effectiveness depends on the extent to which its
structure is responsive to these contingencies.1
Organizations traditionally have structured themselves into one of three forms: func-
tional departments that are task specialized; self-contained divisional units that are ori-
ented to specific products, customers, or regions; or matrix structures that combine both
functional specialization and self-containment. Faced with accelerating changes in com-
petitive environments and t ...
Org. structure by Neeraj Bhandari ( Surkhet.Nepal )
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.
Organizational Structure and Design
1. Outline the foundation concepts of organisational structure.
2. Specify the basic features of the bureaucratic form of organisational structure.
3. Describe contemporary organisational designs.
Management Chapter10
The document discusses organizational structure and culture. It covers factors that influence organizational structure choice like the environment, strategy, technology, and human resources. It also describes different types of structures including functional, divisional, matrix, and hybrid structures. Additionally, it discusses job design, authority allocation, integrating mechanisms, sources of organizational culture, and characteristics of strong versus weak cultures.
Nec systems and structure
The document discusses organizational design and decentralization for NECs (National Employment Councils). It provides background on aligning organizational structure with strategy. Signs of outdated structures are identified as well as functions of NECs. A functional analysis is conducted to map core and support processes. A recommended ideal structure is presented with the Board/Council at the top, followed by core processes like industrial relations and support processes like finance. Flexible and outsourced structures are also discussed.
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Task-1Question Module 5 Discussion ForumChapter-Manufactu.docx
Task-1
Question: Module 5 Discussion Forum
Chapter-Manufacturing and Service Technologies
Discuss the ideas that are essential while designing an organization.
Follow below instruction/rules to complete the assignment.
Within each module, there is a list of key terms. Each student will select one of the key terms and conduct a search of Campbellsville University’s online Library resources to find 1 recent peer reviewed article (within the past 3 years) that closely relate to the concept. Your submission must include the following information in the following format:
DEFINITION: a brief definition of the key term followed by the APA reference for the term; this does not count in the word requirement.
SUMMARY: Summarize the article in your own words- this should be in the 150-200-word range. Be sure to note the article's author, note their credentials and why we should put any weight behind his/her opinions, research or findings regarding the key term.
DISCUSSION: Using 300-350 words, write a brief discussion, in your own words of how the article relates to the selected chapter Key Term. A discussion is not rehashing what was already stated in the article, but the opportunity for you to add value by sharing your experiences, thoughts and opinions. This is the most important part of the assignment.
REFERENCES: All references must be listed at the bottom of the submission--in APA format. (continued) Be sure to use the headers in your submission to ensure that all aspects of the assignment are completed as required.
Any form of plagiarism, including cutting and pasting, will result in zero points for the entire assignment.
Material:
Reading Assignment
· Read Description and definition of Organization Design
· Read JOAN WOODWARD: TECHNOLOGY DRIVES STRUCTURE
· Read and watch What is Lean?
· Read and view resources with What is Kaizen
· Read The organization of organizations
· View SocioTechnical Systems Overview then read Socio-Technical Systems Theory
· Read Factors to Consider in Organizational Design
· Read How Leadership Characteristics Affect Organizational Decline and Downsizing
Task2:
Please provide comments/replies for below three discussions. Each comment/reply should be atleast 150 words.
Classmate disc1:
by Kaushik Sanghi - Saturday, 4 April 2020, 3:03 AM
Designing an organization's structure is an important process and involves the consideration of the accompanying factors:
Manufacturing/Service: Whether the center offering of the firm is a fabricated item or service is critical for designing the organization since the strategy, innovation, and execution shift generally between the 2 offerings.
Process stream: The process stream of the center activities of the firm assume a vital job in designing the organizational structure so as to increase the effectiveness of accessible resources. An increasingly inflexible process stream described by the association of departments leads to a couple of options in designing versus a p.
Task-1Question Module 5 Discussion ForumChapter-Manufactu.docx
Task-1
Question: Module 5 Discussion Forum
Chapter-Manufacturing and Service Technologies
Discuss the ideas that are essential while designing an organization.
Follow below instruction/rules to complete the assignment.
Within each module, there is a list of key terms. Each student will select one of the key terms and conduct a search of Campbellsville University’s online Library resources to find 1 recent peer reviewed article (within the past 3 years) that closely relate to the concept. Your submission must include the following information in the following format:
DEFINITION: a brief definition of the key term followed by the APA reference for the term; this does not count in the word requirement.
SUMMARY: Summarize the article in your own words- this should be in the 150-200-word range. Be sure to note the article's author, note their credentials and why we should put any weight behind his/her opinions, research or findings regarding the key term.
DISCUSSION: Using 300-350 words, write a brief discussion, in your own words of how the article relates to the selected chapter Key Term. A discussion is not rehashing what was already stated in the article, but the opportunity for you to add value by sharing your experiences, thoughts and opinions. This is the most important part of the assignment.
REFERENCES: All references must be listed at the bottom of the submission--in APA format. (continued) Be sure to use the headers in your submission to ensure that all aspects of the assignment are completed as required.
Any form of plagiarism, including cutting and pasting, will result in zero points for the entire assignment.
Material:
Reading Assignment
· Read Description and definition of Organization Design
· Read JOAN WOODWARD: TECHNOLOGY DRIVES STRUCTURE
· Read and watch What is Lean?
· Read and view resources with What is Kaizen
· Read The organization of organizations
· View SocioTechnical Systems Overview then read Socio-Technical Systems Theory
· Read Factors to Consider in Organizational Design
· Read How Leadership Characteristics Affect Organizational Decline and Downsizing
Task2:
Please provide comments/replies for below three discussions. Each comment/reply should be atleast 150 words.
Classmate disc1:
by Kaushik Sanghi - Saturday, 4 April 2020, 3:03 AM
Designing an organization's structure is an important process and involves the consideration of the accompanying factors:
Manufacturing/Service: Whether the center offering of the firm is a fabricated item or service is critical for designing the organization since the strategy, innovation, and execution shift generally between the 2 offerings.
Process stream: The process stream of the center activities of the firm assume a vital job in designing the organizational structure so as to increase the effectiveness of accessible resources. An increasingly inflexible process stream described by the association of departments leads to a couple of options in designing versus a p.
Task-1Question Module 5 Discussion ForumChapter-Manufactu.docx
Task-1
Question: Module 5 Discussion Forum
Chapter-Manufacturing and Service Technologies
Discuss the ideas that are essential while designing an organization.
Follow below instruction/rules to complete the assignment.
Within each module, there is a list of key terms. Each student will select one of the key terms and conduct a search of Campbellsville University’s online Library resources to find 1 recent peer reviewed article (within the past 3 years) that closely relate to the concept. Your submission must include the following information in the following format:
DEFINITION: a brief definition of the key term followed by the APA reference for the term; this does not count in the word requirement.
SUMMARY: Summarize the article in your own words- this should be in the 150-200-word range. Be sure to note the article's author, note their credentials and why we should put any weight behind his/her opinions, research or findings regarding the key term.
DISCUSSION: Using 300-350 words, write a brief discussion, in your own words of how the article relates to the selected chapter Key Term. A discussion is not rehashing what was already stated in the article, but the opportunity for you to add value by sharing your experiences, thoughts and opinions. This is the most important part of the assignment.
REFERENCES: All references must be listed at the bottom of the submission--in APA format. (continued) Be sure to use the headers in your submission to ensure that all aspects of the assignment are completed as required.
Any form of plagiarism, including cutting and pasting, will result in zero points for the entire assignment.
Material:
Reading Assignment
· Read Description and definition of Organization Design
· Read JOAN WOODWARD: TECHNOLOGY DRIVES STRUCTURE
· Read and watch What is Lean?
· Read and view resources with What is Kaizen
· Read The organization of organizations
· View SocioTechnical Systems Overview then read Socio-Technical Systems Theory
· Read Factors to Consider in Organizational Design
· Read How Leadership Characteristics Affect Organizational Decline and Downsizing
Task2:
Please provide comments/replies for below three discussions. Each comment/reply should be atleast 150 words.
Classmate disc1:
by Kaushik Sanghi - Saturday, 4 April 2020, 3:03 AM
Designing an organization's structure is an important process and involves the consideration of the accompanying factors:
Manufacturing/Service: Whether the center offering of the firm is a fabricated item or service is critical for designing the organization since the strategy, innovation, and execution shift generally between the 2 offerings.
Process stream: The process stream of the center activities of the firm assume a vital job in designing the organizational structure so as to increase the effectiveness of accessible resources. An increasingly inflexible process stream described by the association of departments leads to a couple of options in designing versus a p.
Chap003
The document discusses different project management structures for organizing projects within organizations. It describes the functional structure, where different project segments are delegated to respective functional units, and the dedicated team structure, where teams operate separately under a project manager. It also discusses the matrix structure, a hybrid that overlays the functional structure, with project participants reporting to both functional and project managers. The best structure balances project and organizational needs based on factors like project size, importance, and resources available. Organizational culture also influences appropriate project management structures.
Ppt on org. structure
The document discusses different elements of organizational structure including work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. It then describes common organizational designs like the simple structure, bureaucracy, and matrix structure. Finally, it discusses new design options like virtual organizations and boundaryless organizations as well as factors that influence organizational structure like strategy, size, technology, and environment.
Organisational designs and structures, traditional & contemporary organisatio...
Organisational designs and structures, traditional & contemporary organisatio...Al - Qurmoshi Institute of Business Management, Hyderabad
This document discusses organizational structures and designs. It defines organizational structure as the formal configuration between individuals and groups regarding task allocation, responsibilities, and authorities. An organizational chart is a diagram representing connections between departments. Key elements that impact organizational design are discussed, including work specialization, departmentalization, authority/responsibility, span of control, centralization vs decentralization, and formalization. Traditional and contemporary organizational designs like functional, divisional, matrix, team, project, boundaryless, virtual and learning organizations are described.Organizational Behavior & Organization Designs
Organizational behavior and design can be summarized in 3 points:
1. Organizational design refers to how managers structure organizations to achieve goals through elements like task allocation, reporting relationships, and departmentalization. Common designs include functional, divisional, matrix, and hybrid forms.
2. Organizational behavior studies human behavior, attitudes, and performance in organizations. It draws from disciplines like psychology, sociology, and anthropology.
3. Managers perform functions like planning, organizing, leading, and controlling. Their roles can be informational, interpersonal, and decisional. Organizational behavior aims to improve outcomes like productivity, turnover, effectiveness, and job satisfaction.
Organizational structure By Vishal Srivastava
This document discusses organizational structure and its key components. It begins with definitions of organizational structure and describes the main types as simple, functional, divisional, and matrix. It then explains each type in more detail along with examples. The document also covers principles, elements, design questions, and factors that influence organizational structure. Finally, it discusses organizational design models and the seven S framework for analyzing organizational elements.
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12
Restructuring Organizations
learning
objectives
Describe the most common organization structures used today and
understand their strengths and weaknesses.
Present the process of downsizing.
Describe and evaluate the reengineering intervention.
In this chapter, we begin to examine techno-structural interventions—change programsfocusing on the technology and structure of
organizations. Increasing global competition and
rapid technological and environmental changes
are forcing organizations to restructure them-
selves from rigid bureaucracies to leaner, more
flexible designs. These new forms of organi-
zing are highly adaptive and innovative, but
require more sophisticated managerial capabilities
to operate successfully. They often result in fewer
managers and employees and in streamlined work
flows that break down functional barriers.
Interventions aimed at structural design include
moving from more traditional ways of dividing the
organization’s overall work, such as functional,
divisional, and matrix structures, to more integrative
and flexible forms, such as process, customer-centric,
and network structures. Diagnostic guidelines help
determine which structure is appropriate for particular
organizational environments, technologies, and
conditions.
Downsizing seeks to reduce costs and
bureaucracy by decreasing the size of the organi-
zation. This reduction in personnel can be accomp-
lished through layoffs, organization redesign, and
outsourcing, which involves moving functions that
are not part of the organization’s core competence
to outside contractors. Successful downsizing is
closely aligned with the organization’s strategy.
Reengineering radically redesigns the organi-
zation’s core work processes to give tighter
linkage and coordination among the different
tasks. This workflow integration results in faster,
more responsive task performance. Reengineering
often is accomplished with new information
technology that permits employees to control and
coordinate work processes more effectively.
12-1 Structural Design
Organization structure describes how the overall work of the organization is divided into
subunits and how these subunits are coordinated for task completion. Based on a contin-
gency perspective shown in Figure 12.1, organization structures should be designed to
fit with at least four factors: the environment, organization size, technology, and
339
organization strategy. Organization effectiveness depends on the extent to which its
structure is responsive to these contingencies.1
Organizations traditionally have structured themselves into one of three forms: func-
tional departments that are task specialized; self-contained divisional units that are ori-
ented to specific products, customers, or regions; or matrix structures that combine both
functional specialization and self-containment. Faced with accelerating changes in com-
petitive environments and t ...
Org. structure by Neeraj Bhandari ( Surkhet.Nepal )
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.
Organizational Structure and Design
1. Outline the foundation concepts of organisational structure.
2. Specify the basic features of the bureaucratic form of organisational structure.
3. Describe contemporary organisational designs.
Management Chapter10
The document discusses organizational structure and culture. It covers factors that influence organizational structure choice like the environment, strategy, technology, and human resources. It also describes different types of structures including functional, divisional, matrix, and hybrid structures. Additionally, it discusses job design, authority allocation, integrating mechanisms, sources of organizational culture, and characteristics of strong versus weak cultures.
Nec systems and structure
The document discusses organizational design and decentralization for NECs (National Employment Councils). It provides background on aligning organizational structure with strategy. Signs of outdated structures are identified as well as functions of NECs. A functional analysis is conducted to map core and support processes. A recommended ideal structure is presented with the Board/Council at the top, followed by core processes like industrial relations and support processes like finance. Flexible and outsourced structures are also discussed.
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Structuring and Designing Organizations.pptx
- 1. Structuring and Designing Organizations DICKSON MDHLALOSE
- 2. Key Learning Outcomes 7.1 Describe six key elements in organisational design. 7.2 Identify the contingency factors which favour models of organisational design. 7.3 Compare and contrast traditional and contemporary organisational designs. 7.4 Discuss the design challenges faced by today’s organisations.
- 3. 7.1 Describe six key elements in organisational design.
- 6. Chain of Command Chain of Command (Scalar Principle/Scalar Chain): refers to the line of authority that flows from the management of the business down to any employee.
- 7. Span of Control refers to the number of employees directly reporting to a manager or superior.
- 10. Formalization Refers to how jobs are standardized in an organization.
- 11. 7.2 Identify the contingency factors which favour models of organisational design. The organic structure is a decentralized approach, whereas the mechanistic structure is a centralized approach.
- 13. Simple Structure
- 17. Team Structure
- 18. Matrix Structure
- 21. 7.4 Discuss the design challenges faced by today’s organisations.
- 22. ORGANIZATIONAL LEARNING VS LEARNING ORGANIZATION Organizational learning focuses on learning by experience and knowledge employees gather from day-to-day activities. Learning Organization, in contrast, focuses on enhancing the competencies and capabilities of employees.