- Group work may be assigned weekly and due dates will be provided. Groups will consist of 10 people from different class sections to encourage mixing.
- Late or cheating work will receive a grade of 0, and medical or other approved absences require documentation.
- The announcement provides an overview of enterprise types, organizational structures, information flow within organizations, and how information systems are used to support operations and strategy.
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.
The document discusses organizational design and different types of organizational structures. It describes how contingency factors like strategy, external environment, technical processes and size influence organizational design. It also explains functional, divisional, hybrid, matrix and evolving organizational forms like self-managing teams and virtual organizations. International and ethical aspects of organizational design are also covered.
HP was founded in 1963 by David Packard and Bill Hewlett in a garage. It originated as a company designing personal computers and has since expanded into various products. As technology advanced, HP transformed its organizational structure from mechanical to organic to adapt to changing environments. It underwent restructuring like merging divisions to reduce costs and labor. There are different types of organizational structures like functional, divisional, and matrix that have advantages and disadvantages depending on the company's goals and strategy. Formal and informal structures also exist within organizations.
The document discusses organizational structure and design. It defines organizational structure as the hierarchy of people and departments in an organization and how information flows. Structure is important as it ensures efficient operations and defines roles and responsibilities. There are different types of structures like functional, line, and matrix. Key components of structure include work specification, departmentalization, chain of command, span of control, and centralization vs decentralization. Structure influences behavior, relationships, and goal-oriented work. Proper structure is important for good performance while poor structure makes it impossible.
The document provides an overview of organizational structure and its key components. It discusses six main elements of organizational structure: specialization, chain of command, span of control, authority and responsibility, centralization vs decentralization, and departmentalization. It also examines how organizational structure is determined by contingencies like strategy, size, technology and environment. Different types of organizational structures are compared, including mechanistic vs organic, functional vs divisional, and learning organizations. Lastly, it defines and assesses organizational culture.
The document discusses different types of organization structures including functional, divisional, matrix, and emerging structures. It provides details on each structure type, describing their advantages and disadvantages. For example, it notes that a functional structure groups positions by specialized function which allows for expertise development but slow response to multi-function problems. A divisional structure groups positions by products/markets, enabling fast response to change but potential resource duplication.
The document compares and contrasts mechanistic and organic organizational structures.
Mechanistic structures have specialized functional tasks, abstract individual tasks, and a hierarchical structure of control and communication flowing vertically from superiors to subordinates. Organic structures have interdependent and adjustable individual tasks defined through interaction, a network structure of lateral communication across ranks, and commitment to the organization's tasks rather than obedience to superiors.
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.
The document discusses organizational design and different types of organizational structures. It describes how contingency factors like strategy, external environment, technical processes and size influence organizational design. It also explains functional, divisional, hybrid, matrix and evolving organizational forms like self-managing teams and virtual organizations. International and ethical aspects of organizational design are also covered.
HP was founded in 1963 by David Packard and Bill Hewlett in a garage. It originated as a company designing personal computers and has since expanded into various products. As technology advanced, HP transformed its organizational structure from mechanical to organic to adapt to changing environments. It underwent restructuring like merging divisions to reduce costs and labor. There are different types of organizational structures like functional, divisional, and matrix that have advantages and disadvantages depending on the company's goals and strategy. Formal and informal structures also exist within organizations.
The document discusses organizational structure and design. It defines organizational structure as the hierarchy of people and departments in an organization and how information flows. Structure is important as it ensures efficient operations and defines roles and responsibilities. There are different types of structures like functional, line, and matrix. Key components of structure include work specification, departmentalization, chain of command, span of control, and centralization vs decentralization. Structure influences behavior, relationships, and goal-oriented work. Proper structure is important for good performance while poor structure makes it impossible.
The document provides an overview of organizational structure and its key components. It discusses six main elements of organizational structure: specialization, chain of command, span of control, authority and responsibility, centralization vs decentralization, and departmentalization. It also examines how organizational structure is determined by contingencies like strategy, size, technology and environment. Different types of organizational structures are compared, including mechanistic vs organic, functional vs divisional, and learning organizations. Lastly, it defines and assesses organizational culture.
The document discusses different types of organization structures including functional, divisional, matrix, and emerging structures. It provides details on each structure type, describing their advantages and disadvantages. For example, it notes that a functional structure groups positions by specialized function which allows for expertise development but slow response to multi-function problems. A divisional structure groups positions by products/markets, enabling fast response to change but potential resource duplication.
The document compares and contrasts mechanistic and organic organizational structures.
Mechanistic structures have specialized functional tasks, abstract individual tasks, and a hierarchical structure of control and communication flowing vertically from superiors to subordinates. Organic structures have interdependent and adjustable individual tasks defined through interaction, a network structure of lateral communication across ranks, and commitment to the organization's tasks rather than obedience to superiors.
The document outlines key aspects of organizational structure including work specialization, departmentalization, chain of command, span of control, centralization, decentralization, and formalization. It provides definitions and examples of different types of departmentalization including functional, geographic, product, process, and customer. Factors that influence decisions around centralization, decentralization, and span of control are also discussed.
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.
The document provides an overview of organizational design and structure. It discusses key concepts such as departmentalization, establishing reporting relationships, allocating authority, and the basic forms of organizational design. Specifically, it addresses:
1) The importance of organizational design in enabling groups to coordinate resources and activities to produce value. Different approaches to departmentalization and their advantages and disadvantages are examined.
2) The need to establish clear reporting relationships to clarify lines of authority and responsibility within the organizational structure.
3) How authority is allocated through concepts like line and staff authority, and functional authority. Line authority flows down the chain of command while staff authority allows advising those with line authority.
The document discusses organization architecture, which refers to an organization's formal structure, control systems, incentives, processes, culture, and people. It states that for a firm to be profitable, these elements must be internally consistent and match the firm's strategy. It then provides details on key aspects of organization architecture, including organization structure, control systems and incentives, and organizational culture. It emphasizes that all these elements should focus on enabling people to help the organization perform well.
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
Organization structure & design by arun vermaArun Verma
The document discusses organizational structure and design. It defines organizational structure as the formal arrangement of jobs within an organization. Organizational design involves decisions about work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. The document also discusses different types of departmentalization including functional, product, geographic, process, and customer. It examines factors that influence organizational structure such as strategy, size, technology, and environmental uncertainty. Finally, it outlines several common organizational designs including functional, divisional, team, matrix, project, boundaryless, and learning organizations.
This document discusses key concepts of organizational structure and design. It covers:
1) The four main management functions of planning, organizing, leading, and controlling and how organizing involves determining tasks, divisions of labor, and reporting relationships.
2) The five steps of the organizing process which are reflecting on plans and objectives, establishing major tasks, dividing tasks into subtasks, allocating resources and directives, and evaluating results.
3) Key elements of organizing like organizational structure, span of control, chain of command, and division of labor. It provides examples of different types of organizational structures.
4) Factors that influence organizational structure like strategy, technology, human resources, and the organizational environment. Coordination
SM Lecture Nine (Part B) - Creating Effective Organizational Designs guest52d1b8
The document discusses organizational structures and strategies for multinational corporations. It examines traditional structures like functional, divisional, and matrix forms. It also explores challenges of international operations and implications for structure, as well as new trends like global start-ups and how structure can influence strategy formulation.
Organizations of international business-International businessNgoc Anh
Unilever originally had a decentralized structure from the 1950s-1970s with autonomous national subsidiaries. This allowed for localization but by the 1980s caused issues like duplication and high costs. In the 1990s, Unilever introduced business groups to reduce costs but this failed to address localization. In the 2000s, Unilever shifted to a structure with regional product divisions to balance global scale and local responsiveness needed to compete in detergents and food.
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.
This document discusses different types of organizational structures. It begins by defining organizational structure and its purpose of ensuring resources are used effectively. It then outlines traditional structures like simple, functional, and divisional structures, providing their advantages and disadvantages. The document also discusses the matrix structure that combines product groups and geographical units. It notes international operations influence the structure a firm adopts based on strategy, product diversity, and foreign sales dependence. Finally, it introduces boundaryless organizational designs that replace traditional structures, listing barrier-free, modular, and virtual organizations.
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.
The document discusses organizational design fundamentals, including different types of organizational structures and characteristics. It describes common management functions like planning, organizing, leading and controlling. Different dimensions that define organizations are also examined, such as degree of complexity, formalization and centralization. Organizational structures can range from mechanistic to organic depending on these factors.
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.
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.
This document discusses organizational structure and design. It defines organizational structure as the formal arrangement of jobs within an organization and organizational design as decisions about key elements like work specialization, departmentalization, chain of command, and formalization. The document describes different types of departmentalization including functional, geographic, product, process, and customer. It also discusses factors that influence organizational structure like strategy, size, technology, and the environment. Different traditional and contemporary organizational designs are presented like functional structures, divisional structures, matrix structures, and learning organizations.
This document discusses organizational structure and culture. It defines organizational structure as how job tasks are divided and coordinated, and discusses common structural elements like work specialization, departmentalization, and span of control. It also examines why organizational structures differ based on factors like strategy, size, technology, environment, and global implications. Finally, it introduces the topic of organizational culture and the importance of creating an ethical culture.
The document discusses three common types of organizational structures: functional, projectized, and matrix. In a functional structure, departments are grouped by specialty and function independently. A projectized structure prioritizes projects over functions, with project managers having authority. A matrix structure blends functional and projectized approaches, with employees reporting to both functional and project managers to realize benefits of both.
The document discusses modern organizational structures and agile organizations. It analyzes different organizational theories including classical, neoclassical, human resource, and modern theories. It then examines classification of organizations using Spiral Dynamics methodology. Specifically, it analyzes organizations through social, cultural, and values perspectives corresponding to different levels of human consciousness development. The goal is to predict trends in organizational evolution and classify organizations based on their characteristics and structures.
The document outlines key aspects of organizational structure including work specialization, departmentalization, chain of command, span of control, centralization, decentralization, and formalization. It provides definitions and examples of different types of departmentalization including functional, geographic, product, process, and customer. Factors that influence decisions around centralization, decentralization, and span of control are also discussed.
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.
The document provides an overview of organizational design and structure. It discusses key concepts such as departmentalization, establishing reporting relationships, allocating authority, and the basic forms of organizational design. Specifically, it addresses:
1) The importance of organizational design in enabling groups to coordinate resources and activities to produce value. Different approaches to departmentalization and their advantages and disadvantages are examined.
2) The need to establish clear reporting relationships to clarify lines of authority and responsibility within the organizational structure.
3) How authority is allocated through concepts like line and staff authority, and functional authority. Line authority flows down the chain of command while staff authority allows advising those with line authority.
The document discusses organization architecture, which refers to an organization's formal structure, control systems, incentives, processes, culture, and people. It states that for a firm to be profitable, these elements must be internally consistent and match the firm's strategy. It then provides details on key aspects of organization architecture, including organization structure, control systems and incentives, and organizational culture. It emphasizes that all these elements should focus on enabling people to help the organization perform well.
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
Organization structure & design by arun vermaArun Verma
The document discusses organizational structure and design. It defines organizational structure as the formal arrangement of jobs within an organization. Organizational design involves decisions about work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. The document also discusses different types of departmentalization including functional, product, geographic, process, and customer. It examines factors that influence organizational structure such as strategy, size, technology, and environmental uncertainty. Finally, it outlines several common organizational designs including functional, divisional, team, matrix, project, boundaryless, and learning organizations.
This document discusses key concepts of organizational structure and design. It covers:
1) The four main management functions of planning, organizing, leading, and controlling and how organizing involves determining tasks, divisions of labor, and reporting relationships.
2) The five steps of the organizing process which are reflecting on plans and objectives, establishing major tasks, dividing tasks into subtasks, allocating resources and directives, and evaluating results.
3) Key elements of organizing like organizational structure, span of control, chain of command, and division of labor. It provides examples of different types of organizational structures.
4) Factors that influence organizational structure like strategy, technology, human resources, and the organizational environment. Coordination
SM Lecture Nine (Part B) - Creating Effective Organizational Designs guest52d1b8
The document discusses organizational structures and strategies for multinational corporations. It examines traditional structures like functional, divisional, and matrix forms. It also explores challenges of international operations and implications for structure, as well as new trends like global start-ups and how structure can influence strategy formulation.
Organizations of international business-International businessNgoc Anh
Unilever originally had a decentralized structure from the 1950s-1970s with autonomous national subsidiaries. This allowed for localization but by the 1980s caused issues like duplication and high costs. In the 1990s, Unilever introduced business groups to reduce costs but this failed to address localization. In the 2000s, Unilever shifted to a structure with regional product divisions to balance global scale and local responsiveness needed to compete in detergents and food.
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.
This document discusses different types of organizational structures. It begins by defining organizational structure and its purpose of ensuring resources are used effectively. It then outlines traditional structures like simple, functional, and divisional structures, providing their advantages and disadvantages. The document also discusses the matrix structure that combines product groups and geographical units. It notes international operations influence the structure a firm adopts based on strategy, product diversity, and foreign sales dependence. Finally, it introduces boundaryless organizational designs that replace traditional structures, listing barrier-free, modular, and virtual organizations.
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.
The document discusses organizational design fundamentals, including different types of organizational structures and characteristics. It describes common management functions like planning, organizing, leading and controlling. Different dimensions that define organizations are also examined, such as degree of complexity, formalization and centralization. Organizational structures can range from mechanistic to organic depending on these factors.
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.
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.
This document discusses organizational structure and design. It defines organizational structure as the formal arrangement of jobs within an organization and organizational design as decisions about key elements like work specialization, departmentalization, chain of command, and formalization. The document describes different types of departmentalization including functional, geographic, product, process, and customer. It also discusses factors that influence organizational structure like strategy, size, technology, and the environment. Different traditional and contemporary organizational designs are presented like functional structures, divisional structures, matrix structures, and learning organizations.
This document discusses organizational structure and culture. It defines organizational structure as how job tasks are divided and coordinated, and discusses common structural elements like work specialization, departmentalization, and span of control. It also examines why organizational structures differ based on factors like strategy, size, technology, environment, and global implications. Finally, it introduces the topic of organizational culture and the importance of creating an ethical culture.
The document discusses three common types of organizational structures: functional, projectized, and matrix. In a functional structure, departments are grouped by specialty and function independently. A projectized structure prioritizes projects over functions, with project managers having authority. A matrix structure blends functional and projectized approaches, with employees reporting to both functional and project managers to realize benefits of both.
The document discusses modern organizational structures and agile organizations. It analyzes different organizational theories including classical, neoclassical, human resource, and modern theories. It then examines classification of organizations using Spiral Dynamics methodology. Specifically, it analyzes organizations through social, cultural, and values perspectives corresponding to different levels of human consciousness development. The goal is to predict trends in organizational evolution and classify organizations based on their characteristics and structures.
The document discusses different aspects of organizational structure, including:
1) It describes common elements of organizational structure like division of labor, formal reporting relationships, and coordination systems.
2) It outlines different structural designs for organizing work like functional, divisional, matrix, and team-based structures.
3) It examines structural elements like spans of control, centralization/decentralization, and departmentalization and how they shape organizational design.
4) It discusses how factors like strategy, environment, and technology influence appropriate structural choices.
The document discusses organization and team structures for software development organizations. It explains the differences between functional and project formats. The functional format divides teams by development phase (e.g. requirements, design), while the project format assigns teams to a single project. The document notes advantages of the functional format include specialization, documentation, and handling staff turnover. However, it is not suitable for small organizations with few projects. The document also describes common team structures like chief programmer, democratic, and mixed control models.
Virtual organizations are temporary networks of independent companies, suppliers, customers, and competitors linked by information technology to share skills, costs, and access to one another's markets. The goal is to deliver high-quality products at low cost in a timely manner. Virtual organizations have no physical or organizational boundaries and rely on technology like groupware to facilitate collaboration across boundaries. They form for specific projects and dissolve once projects are complete.
The document discusses different types of plans organizations use for training: short-range and long-range plans. It also outlines key components of planning including objectives, policies, strategies, procedures, programs, budgets, and rules. Objectives are goals or purposes that guide organizations and are essential to the planning process. Policies provide guidance for decision making. Procedures provide step-by-step directions for carrying out activities. Rules define allowed and prohibited behaviors. Programs implement policies to achieve objectives. Budgets allocate resources over different time periods from long-term to current.
The document discusses the importance of gratitude and appreciation. Practicing gratitude has been shown to improve mental and physical health by reducing stress and increasing happiness. Expressing thanks to others strengthens relationships and social bonds.
Chapter 10 Organizational Structure And Design Ppt10D
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.
IKEA is an international home products company known for its flat-pack furniture and accessories. It was founded in Sweden in 1943 and has since expanded globally. The document discusses IKEA's history, business model, marketing strategies, and expansion into international markets like India. IKEA keeps costs low by designing products to be affordable, easy to assemble, and ship in compact packages. It uses a multi-pronged approach including competitive pricing, wide selection, convenient shopping experiences, and environmental sustainability to attract customers.
This document provides an overview of different types of planning, their advantages, and limitations. It discusses strategic planning which covers long term goals over 3-5 years, and operational planning which focuses on short term goals under one year. Planning has advantages like facilitating management by objectives, minimizing uncertainties, improving coordination, and encouraging innovations. However, planning can also be costly, time consuming, provide a false sense of security given uncertainties, and be challenging with rapid changes. The document aims to educate on various aspects of organizational planning.
The document discusses organizational structure and different types of structures. It explains that an organizational structure determines relationships between functions and positions, delegates roles and responsibilities, and arranges lines of authority and communication. The main types of structures discussed are tall, flat, virtual, and boundaryless structures. Tall structures have many management levels while flat structures focus on empowering employees. Virtual structures use technology to connect people who interact electronically. Boundaryless structures are flexible and encourage integration.
This document discusses organizational structure and provides definitions and examples of key concepts. It defines organizational structure as how a group is formed and how communication and authority are channeled. It then discusses the importance of organizational structure for clarifying roles and responsibilities. The document contrasts formal and informal structures and describes centralized and decentralized structures. It also defines organizational charts and discusses types of charts including vertical, horizontal, and circular charts. The key concepts of authority, responsibility, delegation, and accountability are defined.
In the computer industry, an enterprise is an organization that uses computers. A word was needed that would encompass corporations, small businesses, non-profit institutions, government bodies, and possibly other kinds of organizations. The term enterprise seemed to do the job. In practice, the term is applied much more often to larger organizations than smaller ones.
CRMready Webinar Series - Part 2 - Planning Ahead for CRM at Your NonprofitTheConnectedCause
In the CRMready Webinar Series, The Connected Cause takes a look at what CRM is, how to establish reachable goals, and what benefits a CRM implementation can bring to your nonprofit organization. In Part 2 they are joined by Heller Consulting and JDRF who gives a case study on how Heller was able to help them with their CRM implementation and what it meant to their organization and mission.
International Strategy and Organization StructureNakry Roeun
We are a student at PUC, just did about this topic from the text book, which is about international strategy and organization structure. Please don't mind if it is wrong!
The document discusses organizational structures and control systems for international business. It describes centralized vs decentralized structures and covers functional, divisional, product-based, and matrix structures. It also discusses global business planning, organizing, information, and control systems. The key aspects are integrating international business operations and choosing an organizational structure that implements strategy and balances centralized vs decentralized decision-making.
Scaffolding for a Growing Team - Surge 2014Fran Fabrizio
When your team scales beyond the point where information flow happens organically (~8 members), you’ll be confronted with some seriously uncool topics, like time tracking, work estimation, meetings with actual agendas, long-range planning and formalizing your HR processes. In this talk I discuss how our team is tackling these challenges in an engineer-friendly way and get the input we need for data-driven decision making while keeping the dev team happy.
This document discusses organizational structure and design. It defines organizational structure as the formal system of task and reporting relationships within a company. Several factors can influence organizational structure, including the environment, strategy, technology, and human resources. The document also examines different ways to group jobs and design the overall structure, such as using functional, divisional, matrix, and hybrid structures. The goal is to establish an organizational design that best fits a company's unique situation and goals.
This document discusses several technologies that help overcome limitations of standalone ERP systems:
1) Business Process Reengineering which involves fundamentally rethinking and redesigning business processes to dramatically improve performance metrics like cost, quality and speed.
2) Management Information Systems which integrate data across functional areas to provide timely information to support decision making at all management levels.
3) Decision Support Systems which facilitate and expand a manager's ability to work with different types of knowledge like data, procedures and reasoning to support decision making.
Selecting Accounting Software for Your Nonprofit4Good.org
Selecting accounting software can be a difficult task for nonprofits. A decision concerning which tool is right for your organization needs to be based on many factors including budget, compatibility with existing software, the size of your organizations, and its accounting needs. This webinar introduces nonprofit leaders to a valuable software selection process that will help ensure the accounting software you select meets your organizational needs.
This document provides information about an Information Systems course. The course is taught by Lecturer Tahzeeb-ul-Hassan Chis and covers topics such as why study information systems, the objectives and synopsis of the course, introduction to information systems, data vs. information, system concepts, and system performance and standards. The course aims to help students understand basic IT concepts, participate in developing IS solutions to business problems, and understand real-world IS applications and their advantages.
This document provides guidance for IT managers on leading technology teams. Some key points:
- IT teams have unique characteristics like valuing technical skills and sometimes lacking communication.
- Managers must be inclusive, thoughtfully allocate work, and recognize both technical skills and soft skills are important.
- Finding and developing the right people through careful recruitment and training is vital for team success.
- Setting a clear vision and objectives helps teams understand what is expected of them.
From Talent Pool to Employee Tagging, the world of HR is all set to be revolutionized with smart HR technologies. Discover the Ramco Talent Management on Cloud to harvest talent and building your organization for future.
This document discusses key concepts related to data, information, knowledge, and decision making. It defines data as raw facts or observations, information as processed data that provides meaningful context, and knowledge as the combined result of experiences and information possessed. The document also describes attributes of information quality, types of managerial decisions as structured, unstructured, or semi-structured, and levels of decision making as strategic, tactical, or operational. Overall, the document provides an overview of fundamental concepts for understanding information use in decision making.
DPBoK Foundation Certification IntroductionAshraf Fouad
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3. Group Work: Announcement
• Group Work might be assigned weekly (flexible)
• Due to many questions & requests, change number of group
member
– 10 people : 1 company
– Form group member from different sections (Mixing)
• Deadline for submitting group works
Name Deadline
1 Group Work 1 (Week 1) 20 November 2011, before midnight (e-learning)
2 Final Group Work Report 6 February 2012 in lecture class
(Mix group works from Week 2 - 14)
4. Rule
• Not accept late work = 0 mark, due to many students
• Cheating = 0 mark
• Absence: Will check class attendance for you, IF
– Sick: Send “doctor certificate” plus “sick leave letter”
– Other important cases e.g. visa extension: 1) Inform in advance by
mail / in person + 2) Send letter later
5. For your information,
1. Lecture = for all students who study OAM
2. Lab = 2 sections. Important, you need to remember your lab
section for submitting individual work + attending lab hour/lab
test + writing down in your exam paper.
7. Agenda
• Type of Enterprises / Firms
• Organizational Structures
• Information Characteristics in Organization
• The Flow of Information within an Organization
• Information Systems Using in the Organization
• Leverage IT as a competitive strategy
8. Type of Enterprises / Firm
1. Retail Enterprises own a large number of stores in a wide
geographical area and use their size to obtain discount on
the goods purchase; then seek to sell the goods at the lower
price than smaller retailers
Example: 7eleven, Tesco Lotus Express
7eleven
Book Smile (book and web)
Shopping Online (http://www.shopat7.com)
7catalog (book and web)
Counter Services
9. Type of Enterprises (cont)
2. Manufacturing Enterprises create goods on a large scale
and then distribute & sell the goods to customers or other
organizations.
Example:
- Digital camera: Fujifilm ( Japan) using ERP system
- Car: Toyota
10. Type of Enterprises (cont)
3. Service Enterprises typical create or sell goods, but provide
service for customers or other organizations.
Example:
- Insurance: Worldcare Travel Insurance, AIA and etc.
- Banking & Financial industries: Citibank, SCB and etc.
- Restaurant: MK
11. Type of Enterprises (cont)
4. Wholesale Enterprises seek to purchase and sale in large
quantities of goods to other organizations, usually at a lower cost
than retail.
5. Government Enterprises include large city governments, state
governments, and the departments & agencies of the federal
department
12. Type of Enterprises (cont)
6. Education Enterprises include large universities or school
systems which consist of executives, instructors, and other service
personnel and whose reach extends throughout a country, a
state, or the entire country.
Example: MFU, e-learning web-based system
13. Organizational Structures
“Organizational subunits and the way they relate to the
overall organization.” (Ralph Stair and George Reynolds
2010)
• Directly impact to organization’s information system
• There are four main structures as follows:
1. Traditional Organizational Structure
2. Project Organizational Structures
3. Team Organizational Structures
4. Virtual Organizational Structure and Collaborative Work
14. Traditional Organizational Structure
• Called a “hierarchical structure”
• As managerial pyramid which decision making and authority
flows from top-level managers to non-management
employees
Decision + authority
Strategic
level
Tactical level
Operational level
Clerical level
15. Traditional Organizational Structure (Cont)
• Trend: “Flat organizational structure”
• To reduce number of management levels / layers in the
traditional organizational structure
• Empowerment of employees & their managers
– By giving more responsibility & authority to make decisions and solve
problems without permission from midlevel managers.
• IS a key which provides required information to make
decision for employee
16. Project Organizational Structures
“A structure centered on major products and services”
(Ralph Stair and George Reynolds 2010)
• Traditional functions are positioned within each project.
• Many project teams are temporary – finish then members
move to new team formed for another project
President
Senior VP, Senior VP,
A Project B Project
Finance Marketing Production Sales Finance Marketing Production Sales
17. Team Organizational Structures
“ A structure centered on work teams or groups” (Ralph
Stair and George Reynolds 2010)
• Team can be
– small / large
– temporary / permanent.
• Each team has a leader who reports to an upper-level
manager
18. Virtual Organizational Structure and
Collaborative Work
“A structure that employs individuals, groups, or complete
business units in geographically dispersed areas that can
last for a few weeks or years, often requiring
telecommunications or the Internet” (Ralph Stair and
George Reynolds 2010)
• Work can be done anywhere, anytime
• Allow collaborative work
• Use IT to communicate and coordinate work
19. Virtual Organizational Structure and
Collaborative Work
• Successful one: one strategy is to have in-house employees
concentrate on the firm’s core business and use virtual
employees to do everything else.
USA
Collaborative
work
Thailand
India
20. Information characteristics in organization
• People in the organization need different information, due to
different responsibilities.
• Data have its own flow called as “Data flow”
21. Differing information Needs
• People must receive only needed
information to accomplish their job
(no more or less).
• Well designed information system filter information such
the right information reaches the right decision maker at the
right time in the right form.
22. Differing information Needs (cont)
There are 4 basic levels of knowledge workers in every company as
follows:
1. Clerical level
2. Operational level
3. Tactical Level
4. Strategic Level
23. Differing information Needs (cont)
1. Clerical level: personnel, those involved in repetitive
tasks, are concerned primarily with transaction handling.
Example: a sale clerk might key in customer orders on his/her terminal
and an airline ticket agent might confirm a flight.
Strategic
level
Tactical level
Operational level
Clerical level
Sale clerk
24. Differing information Needs (cont)
2. Operational level:
• Personnel at the operational level have well-defined short-term
tasks.
• Their information requirements often consist of operational
feedback.
Strategic
level
Tactical level
Sale Manager Operational level
Clerical level
25. Differing information Needs (cont)
3. Tactical Level: Manager and knowledge workers
concentrate on achieving a series of goals required to meet
the objective set at the strategic level.
• The information requirements are usually periodic.
• Tactical level personnel are concerned primary with operation
and budgets from year to year.
Example: In the sale of information system, the national sales director,
who is at the tactical level, might want the cooperate sale report.
26. Differing information Needs (cont)
4. Strategic Level: Provide overall direction and guidance of
the organization (objective-oriented)
• Their information requirements are often one time reports, what
– if reports and trend analyses.
Example: the president of the company might ask for the report that
shows the four-year sales trend for each product.
27. What Information describes
Description
Internal Information Describe special operational aspects of an
organization
External Information Describe the environment surrounding the
organizations
Objective Information Quantifiably describe something that is known
Subjective Information Attempt to describe something that is currently
unknown
28. The flow of information within an
Organization
1. The Vertical flow
1.1. The upward flow
- Based on daily transactions (such as sales)
- People in the lower level: capture the information and store it
in the central database
- People in the upper levels: access and use that information
29. The flow of information within an
Organization (cont)
1. The Vertical flow (cont)
1.2. The downward flow
- Consists of the strategies, goals, and directive that originate
at one level and are passed to lower levels
Example: An overall sales goal might originate at the strategic
management level., which would develop more specific sales
goals pass them to the operational management level.
30. The flow of information within an
Organization (cont)
2. The horizontal flow
- Information that passes among various departments
3. The Decentralized Organization (New information flow):
- Computer network era to a decentralized form
- Flat Organization
- Cooperative work by a group of people
- Share use of databases
31. Information systems in the Enterprise
• Accounting and Finance
• Human Resources (HR)
• Manufacturing
• Quality Control
• Marketing
• Sales
• Distribution
• Customer Services
32. Information systems in the Enterprise (cont)
1. Accounting and Finance
- Accounting software manages everyday transactions, such as
sales and payments to suppliers.
- Financial software helps to manage a budget, forecast, and
analyze.
33. Information systems in the Enterprise (cont)
2. Human Resources (HR)
- Human Resources Information System (HRIS) manages one or
more human resources functions.
Example: Wal-Mart maintains records on its more than 1.8 million
employees.
- Employee Relationship Management (ERM) system automates
and manages much of the communication between employees
and business such as
- Preparing an overall training plan of company
- Preparing a statement of payments and mailing of salary bulletins
34. Information systems in the Enterprise (cont)
3. Manufacturing
- Assist on the actual assembly process such as scheduling and
managing the product inventory.
- Example: Material Requirement Planning (MRP) focuses on
issue related to inventory of parts and forecasting future
demand. So those materials are always available when needed.
35. Information systems in the Enterprise (cont)
4. Quality control
- Quality control systems help the company to maintain or improve
the quality of products and services.
- Quality control software needs the data that gathers from the on
going process.
- Combining with static analysis software can define or predict the
product defects and problems with the company process.
36. Information systems in the Enterprise (cont)
5. Marketing
- A marketing information system serves as central repository for
the tasks of the marketing functional units.
- Example: A market research system stores and analyzes data
gathered from demographics and surveys; targeting market by
querying database with criteria e.g. income, gender, previous
purchase, and favorite recreational activities.
37. Information systems in the Enterprise (cont)
6. Sales
- Help sales people manage customer contacts, scheduling
customer meeting, manage product information, and take orders
from customers.
- Example: Sales Force Automation (SFA) system records all the
stages in a sales process. (Wikipedia)
38. Information systems in the Enterprise (cont)
7. Distribution
- Distribution systems provide forecasting for inventory control,
manage & track product shipping, and provide information to
analysis on inventory in warehouse.
- Some distribution systems need GPS and other navigation
technologies to track real-time shipping.
39. Information systems in the Enterprise (cont)
8. Customer Services
- Customer Interaction Management (CIM) software handles the
day to day interactions with customers across different channels
e.g. telephone, e-mail, instant message and etc.
- CIM routes customer’s telephone call to the right person
depending on the identity or response that customer giving to the
prompts.
40. IT department as a key resource
• Make technology decisions for the enterprise e.g. decision
whether to build or buy new customer interaction
management information systems.
• Many companies elevate the importance of IT by including a
CIO executive position that reports to CEO.
41. Competitive strategies
“the strategic advantage one business entity has over its rival
entities within its competitive industry” (Wikipedia)
• All information systems in organization must facilitate
organization’s competitive strategies.
• Porter’s Generic Competitive Strategies:
Cost Differentiation
• Cost
• Differentiation Better
Broad Lowest cost
product/service
• Focus target across industry
across industry
Better
Narrow Lowest cost within
product/service
target an industry
within an industry
segment
segment
42. Leverage IT as a competitive strategy
• Increasing Sales
• Increasing productivity and reduce cost
• Improving Customer Service
43. Leverage IT as a competitive strategy (cont)
“If information technology is so clearly the solution for
establishing the competitive advantage, why isn’t everybody
doing it?”
– IT solutions often are expensive and time consuming
– Risk failure
– Resist change
44. The Impact of IT on organizations
• Business strategy: service can be delivered over network
channels.
• Organization culture: change in the way of information flow
(communication)
• Organization structure: enable more flexible structure
• Management process: reduce unnecessary process and provide
more ways of accessing information
• Work: change nature of professional work by using IT
• The Workplace: work anywhere + anytime.
46. Individual Assignment
• Will be announced in your lab hour
• Section 01: Tuesday 8.00-10.00 S3 101
• Section 02: Thursday 8.00-10.00 S3 101
47. Group Work2 (Briefly)
• Remark: Be part of final group work report, submit on 6
February 2012 in lecture class
• As launching a new company from your group work1,
– What is a type of your organizational structure?
– Draw your organizational structure using MS word 2011
– Define job position of each member in your group
• Download “group work assignment & template2” from e-learning
– From workbin: “1301341: Office Automation Management (2/2011)”
– Under folder: “Group work Assignment”
48. Reference
• Ralph M. Stair and George W. Reynolds. (2010). Information Systems. 9th Edition. Canada :
International ISE Edition.
• Stephen Haag. … [et al.]. (2007). Management Information Systems for the Information Age.
6th Edition. Singapore : McGraw-Hill/Irwin, The McGraw-Hill Companies, Inc.
• Vijayagopal. (2011). Communication Flow in the Organization.
http://vijagopalk.tripod.com/trainervijayagopal/id19.html
• Wikipedia. (2011). http://en.wikipedia.org/wiki/Main_Page
• Kioskea. (2011). Employee Relationship Management (ERM).
http://en.kioskea.net/contents/entreprise/erm.php3
• QuickMBA. (2011). Competitive Advantage. http://www.quickmba.com/strategy/competitive-
advantage/
• What is the difference between upward and downward flow of information?.
http://www.kaschassociates.com/101web/ex1%20oc%20upward%20downward.htm
• David Skyrme. (2011). The Impact of IT on Organizations.
http://www.skyrme.com/insights/5itorg.htm