This document discusses organizational design and structure. It begins by explaining the basic considerations in designing an organizational structure, such as grouping activities by function, product, geography, process or customer. It then outlines some common organizational structure types like functional, divisional, matrix, team-based and virtual structures. For each structure type, it discusses the key elements, advantages and disadvantages. It emphasizes that the optimal structure depends on balancing centralization vs decentralization and aligning the structure with business strategy and customer needs.
Introduction to Project, Project Management
Three Basic attributes of a Project
Characteristics of a Project
Elements of Project Management
Problems of Project Management
Introduction to Project, Project Management
Three Basic attributes of a Project
Characteristics of a Project
Elements of Project Management
Problems of Project Management
Project Management PowerPoint PPT Content Modern SampleAndrew Schwartz
184 slides includes: the definition of projects, characteristics of projects, what project is not, project management basics, characteristics, and successful project management. The process of project management, role of a project manager, learning from best practices, project management practices, the project management institute, PMBOK body of knowledge, connecting project with strategy, project management process, how to create a project plan, project management challenges and advantages, the cycles and challenges of project management, project scheduling, building project teams, project requirements, project processes, celebrations, recognitions, rewards, how to's and more.
Strategic alert control strategic control - strategic implementationmanumelwin
A strategic alert control is the thorough and often rapid consideration of the firm’s strategy because of a sudden unexpected event. Examples of such events can be the sudden fall of the government, a natural calamity etc. In the face of such unexpected events, the firm should respond immediately, and releases it strategies quickly.
Presentation at SoftShake Conference 2016. Why we don't learn enough? What are the right people and right environment for learning? Which processes must be in place to facilitate learning?
Analysis of IPMA and PMI Standards and Their ComparisonJan Spatenka
The thesis is focused on two chosen standards of project management such as IPMA and PMI. The document covers fundamental terms of connected with the topic of project management. There is also a description of both institutions including their history and structure. The comparison of both standards and their certifications according to chosen indicators is based on the analysis of above-mentioned theoretical background. The thesis is based on information contained in official IPMA and PMI materials.
Project Management PowerPoint PPT Content Modern SampleAndrew Schwartz
184 slides includes: the definition of projects, characteristics of projects, what project is not, project management basics, characteristics, and successful project management. The process of project management, role of a project manager, learning from best practices, project management practices, the project management institute, PMBOK body of knowledge, connecting project with strategy, project management process, how to create a project plan, project management challenges and advantages, the cycles and challenges of project management, project scheduling, building project teams, project requirements, project processes, celebrations, recognitions, rewards, how to's and more.
Strategic alert control strategic control - strategic implementationmanumelwin
A strategic alert control is the thorough and often rapid consideration of the firm’s strategy because of a sudden unexpected event. Examples of such events can be the sudden fall of the government, a natural calamity etc. In the face of such unexpected events, the firm should respond immediately, and releases it strategies quickly.
Presentation at SoftShake Conference 2016. Why we don't learn enough? What are the right people and right environment for learning? Which processes must be in place to facilitate learning?
Analysis of IPMA and PMI Standards and Their ComparisonJan Spatenka
The thesis is focused on two chosen standards of project management such as IPMA and PMI. The document covers fundamental terms of connected with the topic of project management. There is also a description of both institutions including their history and structure. The comparison of both standards and their certifications according to chosen indicators is based on the analysis of above-mentioned theoretical background. The thesis is based on information contained in official IPMA and PMI materials.
What is Organizational Structure in Management | Management Terms | MBA Lectu...SimplyInfo.net
The formal system of relationships that determines lines of authority (who reports to whom)and the tasks assigned to individual and units (who does what task and with which
department).
Class 3 The Strategic Design Lens ObjectivesIntroducVinaOconner450
Class 3:
The Strategic Design Lens ObjectivesIntroduce the basic concepts and approaches of the strategic design perspective on organizationsProvide overview of fundamental principles of organizational design at all levels of the organizationIdentify topics for organizational analyses
*
3 Perspectives on OrganizationsStrategic Design LensSees organizations as social systems designed to achieve strategic goalsPolitical LensSees organizations as arenas for conflict and competitionCultural LensSees organizations as places where there are social and personal identities carried by people
*
Strategic Design
begins with …
identifying the strategy
After Identifying the Strategy…
3 Building Blocks of Strategic DesignGrouping StructureLinking MechanismsResource Alignments
*
GroupingDrawing boundaries around clusters of tasks or activities to define jobs, departments, processesDifferentiation
Grouping StructuresFunctionalDivisional – ProductDivisional – MarketDivisional – GeographicMatrixFront Back
Dell’s Functional Structure
*
Dell groups all employees who perform tasks related to assembling personal computers into the manufacturing function and all employees who handle Dell’s telephone sales into the sales function. Engineers responsible for designing Dell’s computers are grouped into the product development function, and employees responsible for obtaining supplies of hard discs, chips, and other inputs are grouped into the materials management function. The functional structure suited the needs of Dell’s growing company, especially as it battled with Compaq, now a part of HP, and Gateway for control of the personal computer market—a battle in which it is currently winning hands down.
The Functional Structure
AdvantagesCoordinationCommunicationSkill improvementMotivationControlling
DisadvantagesLimited growth under existing structureLimits to number of products and servicesCoordination difficulties at larger size
*
The first issue in organizational design is to choose a division of labor or way to group different jobs together to best meet the needs of the organization’s environment, technology, and human resources. Most organizations group jobs together by function and thereby develop a functional structure.
A function is a group of people working together who possess similar skills or use the same kind of knowledge, tools, or techniques to perform their jobs.
A functional structure is an organizational structure composed of all the job specializations that an organization requires to produce its goods or services.
The Exhibit on the next slide illustrates the functional structure of Dell.
The advantages of a functional structure are a result of the division of labor and specialization. The advantages can be categorized as coordination advantages and motivation advantages. The disadvantages occur as a result of growth in size. As the firm grows, coordination becomes more difficult.
Division ...
In this Presentation i have tried my level best to explain the first chapter named as (Managing new organizational forms) of Contemporary issues in management,
More over if you like to add some thing i will appreciate that and send me an email on below.
Email me: mailtojalal786@gmail.com
Special thanks to :
Sir Zulkifal (imsciences peshawar)
Sahil ,Haleem ,Benazeer
Furqaan ,Hilal
Understand basic decisions that happen during implementation
Be able to organize and coordinate activities/resources in health service organizations
Be able to apply monitoring and supervision as a tool for improvement of health service organizations
1. Organizational Design – Organizational Structure Team teaching Laboratory of Sytem Development and Industrial Management (PSMI) Departemen of Industrial Engineering Institut Teknologi Sepuluh Nopember (ITS) 2011
2. Group Discussion Discuss the following topics concerning with your study case! Look at your organization, Explore the structure – whether it is established or not, why do they choose this structure, is there any changes from the first launch of the structure? What are the consideration? Explore the issue of: Vertical vs horizontal integration Communication Response to challenge and environmental changes Authority & Control 4. Discuss the autority and control within your organization, and link with your exploration (point 1-2) Copyright 2004 Prentice Hall 2
3. Alignment Framework Business Strategy Organization Structure Human Resources Management “HR systems and theorganization structure should be managed in a way that is congruent withorganizational strategy (hence the name ‘matching model)” (Fombrun et al, 1984). 3
5. By the end of today’s class, students will: Be able to explain what organizational design is Be able to explain the main consideration of designing the organization Session objectives 5
16. 12 Functional Structure A functional structure is a design that groups people on the basis of their common skills and expertise or resources they use. Functional structure is the bedrock of horizontal differentiation. An organization groups tasks into functions to increase the effectiveness with which it achieves its goals.
18. Functional Structure: Advantages 14 Provides people with the opportunity to learn from one another and become more specialized and productive People who are grouped together by common skills can supervise one another and control each other’s behavior. People develop norms and values that allow them to become more effective at what they do.
19. Control Problems in a Functional Structure Communication Problems: As more organizational functions develop, each with their own hierarchy, they become increasingly distant from one another. Measurement Problems: Information needed to measure the profitability of any functional group is difficult to obtain. Location Problems: Does not allow handling of sales on a geographic basis 15
20. Functional Structure: Control Problems 16 Customer Problems: Servicing needs of new kinds of customers are difficult. Strategic Problems: Top managers spend too much time finding ways to improve coordination.
21. 17 Solving the Control Problem Managers can solve control problems by redesigning the functional structure between functions.
23. 19 Divisional Structure I: Product Structure Product structure: a divisional structure in which products (goods or services) are grouped into separate divisions according to their similarities or differences Organizations need to decide how to coordinate its product activities with support functions. Three kinds of product structure
24. 20 Product Division Structure Product division structure: a structure in which a centralized set of support functions service the needs of a number of different product lines Divided into product-oriented teams of functional specialists who focus on the needs of one particular product division
27. 23 Divisional Structure II: Geographic Structure When the control problems that companies experience are a function of geography, a geographic divisional structure is appropriate. Allows the organization to adjust its structure to align its core competences with the needs of customers in different geographic regions Allows some functions to be centralized and others decentralized
29. Divisional Structure III : Market Structure A market structure aligns functional skills and activities with the needs of different customer groups. Each customer group has a different marketing focus, and the job of each group is to develop products to suit the needs of its specific customers. Each customer group makes use of centralized support function. 25
Last few weeks, we have discussed about business strategy and now we are on the operational part to execute the strategy. The first component is the organizational structure.
Inform students and the methodology today. Like last week, we will select two groups, and each group will present.