What is Organizational Structure in Management | Management Terms | MBA Lectures | SimplyInfo.net
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Organizational structure is the formal system of relationships within an organization that determines lines of authority, who reports to whom, and the tasks assigned to individuals and units, including who performs what tasks and with which departments. It establishes who has authority over whom, and who is responsible for specific tasks.
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ORGANIZATIONAL STRUCTURE AND DESIGN
This document discusses 5 basic types of organizational structures: functional, divisional, matrix, line and staff, and project. The functional structure groups employees by their specialized function. The divisional structure groups employees responsible for a particular product or market. The matrix structure combines functional and divisional structures with dual reporting relationships. The line and staff structure combines a centralized approval structure with specialized support staff departments. Finally, the project structure organizes employees into teams dedicated to completing specific projects.
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This document discusses organizational structure and design. It defines key concepts like organizing, organizational structure, organizational charts, and purposes of organizing like dividing work and coordinating tasks. It also outlines six elements of organizational design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Common structures like simple, bureaucracy, and matrix are explained. Factors that influence centralization and ways to create a positive organizational culture are provided.
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The document discusses various techniques for assessing the environment and planning including environmental scanning, competitor intelligence, forecasting, benchmarking, allocating resources through budgeting, scheduling, charting, and analysis using techniques like PERT and break-even analysis. It also discusses contemporary planning techniques like using projects, project management, scenarios, and contingency planning.
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Management Functions:
Henri Fayol (1841–1925) was one of the most influential contributors to modern concepts of management.
Henri Fayol considers management to consist of six core functions:
1. Forecasting
2. Planning
3. Organizing
4. Commanding
5. Coordinating, and
6. Controlling
These functions separate the management process from other business functions such as marketing, accounting, and finance.
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Managers must do five basic functions – planning, organizing, staffing, directing, and controlling.
Managers must plan, or narrow goals from their broadest to most intricate form. They must organize and create a structure for daily tasks and communication.
According to Henry Fayol, “To manage is to forecast and plan, to organize, to command, & to control”. Whereas Luther Gullick has given a keyword ’POSDCORB’ where P stands for Planning, O for Organizing, S for Staffing, D for Directing, Co for Co-ordination, R for reporting & B for Budgeting. But the most widely accepted are functions of management given by KOONTZ and O’DONNEL i.e. Planning, Organizing, Staffing, Directing and Controlling.
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The document discusses mass haul diagrams (MHD), which are used to compare earthwork distribution costs for construction projects. MHDs graphically represent cumulative earthwork volumes along a linear profile. Peaks indicate transitions between cuts and fills, and balanced sections are bounded by points intersecting the x-axis. MHDs can identify where cuts and fills balance, quantities of material movement, and if borrow or waste is required. Construction of MHDs involves plotting cumulative earthwork values along the y-axis by stationing along the x-axis. Analysis of MHDs determines balanced sections and their average haul distances to estimate transportation costs.
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The document discusses various aspects of decision making including:
1) The decision making process which involves identifying problems, criteria, alternatives, analyzing options, selecting an alternative, implementing, and evaluating.
2) Barriers to good decision making such as being hasty, narrow, scattered, or fuzzy.
3) Tools that can help facilitate decision making including the SWOT analysis technique of identifying strengths, weaknesses, opportunities, and threats.
4) Different decision making styles like directive, analytical, conceptual, and behavioral.
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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.
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7 Organizational Structure Deepak Agrawal
The document discusses organizational structure and how it relates to employee behavior. It defines organizational structure as how job tasks are divided and coordinated. There are six key elements that define an organization's structure: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. An organization's structure can be simple, bureaucratic, matrix, team-based, virtual, or boundaryless. The factors that influence organizational design include strategy, size, technology, and environment.
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A functional structure groups employees by their skills and expertise. While it provides specialization benefits, it can cause communication, measurement, location, customer, and strategic problems as the organization grows. Managers can address these control problems by redesigning the structure to improve integration between functions. As organizations diversify their products, locations, and customers, they often adopt divisional structures like product, geographic, and market divisions to better align the organization with these demands. Matrix and network structures provide alternative approaches to balancing functional and divisional coordination needs.
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This document discusses organizational structure and design. It defines key concepts like organizing, organizational structure, organizational charts, and purposes of organizing like dividing work and coordinating tasks. It also outlines six elements of organizational design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Common structures like simple, bureaucracy, and matrix are explained. Factors that influence centralization and ways to create a positive organizational culture are provided.
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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.
Planning tools and technique
The document discusses various techniques for assessing the environment and planning including environmental scanning, competitor intelligence, forecasting, benchmarking, allocating resources through budgeting, scheduling, charting, and analysis using techniques like PERT and break-even analysis. It also discusses contemporary planning techniques like using projects, project management, scenarios, and contingency planning.
What are the Functions of Management
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Henri Fayol (1841–1925) was one of the most influential contributors to modern concepts of management.
Henri Fayol considers management to consist of six core functions:
1. Forecasting
2. Planning
3. Organizing
4. Commanding
5. Coordinating, and
6. Controlling
These functions separate the management process from other business functions such as marketing, accounting, and finance.
What Managers Do?
Managers must do five basic functions – planning, organizing, staffing, directing, and controlling.
Managers must plan, or narrow goals from their broadest to most intricate form. They must organize and create a structure for daily tasks and communication.
According to Henry Fayol, “To manage is to forecast and plan, to organize, to command, & to control”. Whereas Luther Gullick has given a keyword ’POSDCORB’ where P stands for Planning, O for Organizing, S for Staffing, D for Directing, Co for Co-ordination, R for reporting & B for Budgeting. But the most widely accepted are functions of management given by KOONTZ and O’DONNEL i.e. Planning, Organizing, Staffing, Directing and Controlling.
Topic 3 mass haul diagram
The document discusses mass haul diagrams (MHD), which are used to compare earthwork distribution costs for construction projects. MHDs graphically represent cumulative earthwork volumes along a linear profile. Peaks indicate transitions between cuts and fills, and balanced sections are bounded by points intersecting the x-axis. MHDs can identify where cuts and fills balance, quantities of material movement, and if borrow or waste is required. Construction of MHDs involves plotting cumulative earthwork values along the y-axis by stationing along the x-axis. Analysis of MHDs determines balanced sections and their average haul distances to estimate transportation costs.
Decision Making
The document discusses various aspects of decision making including:
1) The decision making process which involves identifying problems, criteria, alternatives, analyzing options, selecting an alternative, implementing, and evaluating.
2) Barriers to good decision making such as being hasty, narrow, scattered, or fuzzy.
3) Tools that can help facilitate decision making including the SWOT analysis technique of identifying strengths, weaknesses, opportunities, and threats.
4) Different decision making styles like directive, analytical, conceptual, and behavioral.
Organizational structure
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.
Organizational structure
The document discusses how organizational structure impacts organizational culture. It outlines that structure should define tasks, roles, accountability, and performance measures. Three main structures are described: line structure with direct vertical reporting; staff structure with advisory roles without authority; and functional structure where line managers take orders from staff departments. Matrix structures with dual reporting are also discussed. The document contrasts uniformity, centralization and standardization with diversity, decentralization and specialization. It notes the advantages and disadvantages of centralization versus decentralization. Finally, it briefly introduces networks and virtual organizations.
7 Organizational Structure Deepak Agrawal
The document discusses organizational structure and how it relates to employee behavior. It defines organizational structure as how job tasks are divided and coordinated. There are six key elements that define an organization's structure: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. An organization's structure can be simple, bureaucratic, matrix, team-based, virtual, or boundaryless. The factors that influence organizational design include strategy, size, technology, and environment.
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A functional structure groups employees by their skills and expertise. While it provides specialization benefits, it can cause communication, measurement, location, customer, and strategic problems as the organization grows. Managers can address these control problems by redesigning the structure to improve integration between functions. As organizations diversify their products, locations, and customers, they often adopt divisional structures like product, geographic, and market divisions to better align the organization with these demands. Matrix and network structures provide alternative approaches to balancing functional and divisional coordination needs.
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Making decisions and solving problems happen every day. There’s no way to avoid it. From the decision to rise in the morning to the decision go to bed at night, decisions are constantly being made; and, together with that, problems are frequently being solved. Often, the problems and decisions we are confronted with require a response that is both rational and well thought out. However, despite making decisions daily, many of us are still uncomfortable with making those important decisions.
Thankfully, our “Effective Problem Solving and Decision Making” training program can provide participants with the necessary skills in identifying problem causes, laying out options and making rational decisions. In this highly dynamic program, participants will learn about the problem solving and decision making process and structure, while being provided with tools to help them attack problems proactively and make timely decisions that help create value to your company and your customers. Participants will also utilize a five-step problem solving process in solving actual problems.
Furthermore, participant will discover that the same processes and tools they will use in this fun-filled training program can also be used to solve life problems and make life decisions. “Effective Problem Solving and Decision Making” are not just career skills; they’re life skills.
Quality Improvement Project Guide
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永久可查学历认证【微信：A575476】【(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证成绩单Offer】【微信：A575476】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Digital Transformation Frameworks: Driving Digital Excellence
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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一比一原版新西兰奥塔哥大学毕业证（otago毕业证）如何办理
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【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Innovation Management Frameworks: Your Guide to Creativity & InnovationOperational Excellence Consulting
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentationsDigital Marketing with a Focus on Sustainability
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
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What is Organizational Structure in Management | Management Terms | MBA Lectures | SimplyInfo.net
- 1. What is Organizational Structure? Business
- 2. 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). What is Organizational Structure?
- 4. Example: BANK Organizational Structure
- 5. Can You Memorize… What is Organizational Structure?
- 6. 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). What is Organizational Structure?