CHAPTER 9 ORGANIZATIONAL STRUCTURE AND DESIGN. Copyright 2005 Prentice Hall, Inc. All rights reserved. 10 1
|
|
|
- Adelia Welch
- 5 years ago
- Views:
Transcription
1 CHAPTER 9 ORGANIZATIONAL STRUCTURE AND DESIGN Copyright 2005 Prentice Hall, Inc. All rights reserved. 10 1
2 Designing Organizational Structure Few topics in management have undergone as much change in the past few years as organizing and organizational structure. Managers are re-evaluating traditional approaches to find new structural designs that support and facilitate employees doing the work (mainly focussing on efficiency and flexibility). Organizational Structure The formal arrangement of jobs within an organization. Copyright 2005 Prentice Hall, Inc. All rights reserved. 10 2
3 Defining Organizational Structure Organizational Chart (Organogram) Visual representation of organizational structure. Organizational Design A process involving decisions about six key elements: Work specialization Departmentalization Chain of command Span of control Centralization and decentralization Formalization Copyright 2005 Prentice Hall, Inc. All rights reserved. 10 3
4 Organizational Structure 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. Most managers today see work specialization as an important organizing mechanism as it helps employees to be more efficient. Copyright 2005 Prentice Hall, Inc. All rights reserved. 10 4
5 Departmentalization The way in which jobs are grouped together is called departmentalization. There are 5 common forms of departmentalization. Large organizations often combine most or all of these forms of departmentalization. A popular trend today is cross-functional teams, which are work teams composed of individuals from various functional specialities. Copyright 2005 Prentice Hall, Inc. All rights reserved. 10 5
6 Departmentalization by Type Product departmentalization: organized based on the goods and services a company offers. Geographical departmentalization: organized by geographical regions within a country or, for a multinational firm, by region throughout the world. Customer departmentalization: organized by the different types of customers the organization serves. Functional departmentalization: organized by business functions such as finance, marketing, human resources, and production. Process departmentalization: organized by work processes necessary to complete production of goods or services. Copyright 2005 Prentice Hall, Inc. All rights reserved. 10 6
7 Functional Departmentalization Figure 10.2a Copyright 2005 Prentice Hall, Inc. All rights reserved. 10 7
8 Geographical Departmentalization Figure 10.2b Copyright 2005 Prentice Hall, Inc. All rights reserved. 10 8
9 Product Departmentalization Source: Bombardier Annual Report. Figure 10.2c Copyright 2005 Prentice Hall, Inc. All rights reserved. 10 9
10 Process Departmentalization Figure 10.2d Copyright 2005 Prentice Hall, Inc. All rights reserved
11 Customer Departmentalization Figure 10.2d Copyright 2005 Prentice Hall, Inc. All rights reserved
12 Organization Structure (cont d) 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 who. Copyright 2005 Prentice Hall, Inc. All rights reserved
13 Organization Structure (cont d) Authority The rights inherent in a managerial position to tell people what to do and to expect them to do it. Responsibility The obligation or expectation to perform. Unity of Command The concept that a person should have one boss and should report only to that person. Early management theorists believed that chain of command, authority, responsibility and unity of command were essential, but times have changed. Copyright 2005 Prentice Hall, Inc. All rights reserved
14 Organization Structure (cont d) Span of Control The number of employees who can be effectively and efficiently supervised by a manager. Determining the span of control is important because to a large degree, it determines the number of levels and managers in an organization. All other things being equal, the wider or larger the span, the more efficient (in terms of cost) the organization is. But wider spans may reduce effectiveness. Copyright 2005 Prentice Hall, Inc. All rights reserved
15 Contrasting Spans of Control Figure 10.3 Copyright 2005 Prentice Hall, Inc. All rights reserved
16 Organization Structure (cont d) Width of span is affected by: Skills and abilities of the manager Employee characteristics Characteristics of the work being done Similarity of tasks Complexity of tasks Physical proximity of subordinates Standardization of tasks The trend in recent years has been towards larger spans of control. Managers are realizing that they can handle a wider span when employees know their jobs well and understand organizational processes.
17 Organization Structure (cont d) Centralization The degree to which decision-making is concentrated at a single point in the organizations. Organizations in which top managers make all the decisions and lower-level employees simply carry out those orders. Decentralization Organizations in which decision-making is pushed down to the managers who are closest to the action. Employee Empowerment Increasing the decision-making authority, Copyright 2005 Prentice Hall, Inc. All rights reserved
18 Organization Structure (cont d) Formalization The degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures. Highly formalized jobs offer little discretion over what is to be done. Low formalization means fewer constraints on how employees do their work. Copyright 2005 Prentice Hall, Inc. All rights reserved
19 Organizational Design Decisions Mechanistic Organization A rigid and tightly controlled structure High specialization Rigid departmentalization Narrow spans of control High formalization Limited information network (downward) Low decision participation Organic Organization Highly flexible and adaptable structure Non-standardized jobs Fluid team-based structure Little direct supervision Minimal formal rules Open communication network Empowered employees Copyright 2005 Prentice Hall, Inc. All rights reserved
20 Mechanistic versus Organic Organization Figure 10.5 Copyright 2005 Prentice Hall, Inc. All rights reserved
21 Structural Contingency Factors Structural decisions are influenced by: Overall strategy of the organization Organizational structure follows strategy. Size of the organization Firms change from organic to mechanistic organizations as they grow in size. Technology use by the organization Firms adapt their structure to the technology they use. Degree of environmental uncertainty Dynamic environments require organic structures; mechanistic structures need stable environments. Copyright 2005 Prentice Hall, Inc. All rights reserved
22 Common Organizational Designs Traditional Designs Simple structure Low departmentalization, wide spans of control, centralized authority, little formalization Functional structure Departmentalization by function Operations, finance, human resources, and product research and development Divisional structure Composed of separate business units or divisions with limited autonomy under the coordination and control the parent corporation. Copyright 2005 Prentice Hall, Inc. All rights reserved
23 Organizational Designs (cont d) Contemporary Organizational Designs Team structures The entire organization is made up of work groups or self-managed teams of empowered employees. Matrix and project structures Specialists for different functional departments are assigned to work on projects led by project managers. Matrix participants have two managers their functional area manager and their product or project manager. For effective management regular communication and coordination among the two managers is vital. Project structures Employees work continuously on projects; moving on to another project as each project is completed
24 Organizational Designs (cont d) Contemporary Organizational Designs (cont d) Boundaryless Organization A flexible and unstructured organizational design that is intended to break down external barriers between the organization and its customers and suppliers. Removes internal (horizontal) boundaries: Eliminates the chain of command Has limitless spans of control Uses empowered teams rather than departments Eliminates external boundaries: The boundaries that separate the organization from its stakeholders. To do this managers may use virtual or network structural designs. Copyright 2005 Prentice Hall, Inc. All rights reserved
25 Removing Boundaries Virtual Organization An organization that consists of a small core of full-time employees and that temporarily hires specialists to work on opportunities that arise. Network Organization A small core organization that outsources its major business functions (e.g., manufacturing) in order to concentrate what it does best. Modular Organization manufacturing network organizations A manufacturing organization that uses outside suppliers to provide product components for its final assembly operations. Copyright 2005 Prentice Hall, Inc. All rights reserved
L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.
L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter. Defining Organizational Structure Discuss the traditional and contemporary views of work specialization, chain
Publishing as Prentice Hall
10-1 Describe six key elements in organizational design Contrast mechanistic and organic structures Discuss the contingency factors that favor either the mechanistic model or the organic model of organizational
Management Theory & Principles - Chapter 10
10-1 Describe six key elements in organizational design Contrast mechanistic and organic structures Discuss the contingency factors that favor either the mechanistic model or the organic model of organizational
Organizational Structure and Design (Organizing)
Organizational Structure and Design (Organizing) Designing Organizational Structure Organizational Structure - the formal arrangement of jobs within an organization. Designing Organizations Organizational
Introduction to Business Management Lecture 4: Organizational Structure
Introduction to Business Management Lecture 4: Organizational Structure Learning Outcomes Follow this Learning Outline as you read and study this chapter. 1 Designing Organizational Structure Discuss the
Lesson 8. Designing Organizational Structure
Lesson 8 Designing Organizational Structure Learning Objectives 1. Describe six key elements in organizational design. 2. Contrast mechanistic and organic structures. 3. Discuss the contingency factors
Learning Objectives. Apply organization design concept. Understand span of control. Distinguish between tall and flat structures
Ibrahim Sameer 1 Learning Objectives Apply organization design concept Understand span of control Distinguish between tall and flat structures Contrast authority and responsibility 2 Introduction No other
Principles of Management
Warsaw University of Life Sciences - SGGW Dr Mariusz Maciejczak Principles of Management www.maciejczak.pl Basic reading The presentation has been prepared based on the book 1 Defining Organizational Structure
BUSINESS ENVIRONMENT. LO 2 : Session 01: Organizational Structure
BUSINESS ENVIRONMENT LO 2 : Session 01: Organizational Structure Introduction to organizing Organizing is the deployment of organizational resources to achieve strategic goals. Organizing is deciding how
Chapter 11: Organisation Design
Chapter 11: Organisation Design 1 2 Learning Objectives After completing this chapter, students will be able to: Describe six key elements in organisational design. Contrast mechanistic and organic structures.
Macro Perspective of Organizational Behavior
Macro Perspective of Organizational Behavior Macro Perspective of Organizational Behavior Communication Technology and Interpersonal Processes Decision Making Organizational Theory and Design Organizational
ORGANIZATIONAL STRUCTURE. By Himashi De Mel BA (Hons) ; CIMA passed finalist
ORGANIZATIONAL STRUCTURE By Himashi De Mel BA (Hons) ; CIMA passed finalist Introduction to organisational structure The set of formal tasks assigned to individuals and departments Formal reporting relationships,
STUDY UNIT 9 THE ORGANISATIONAL SYSTEM FOUNDATIONS OF ORGANISATIONAL STRUCTURE
STUDY UNIT 9 THE ORGANISATIONAL SYSTEM FOUNDATIONS OF ORGANISATIONAL STRUCTURE WHAT IS ORGANISATIONAL STRUCTURE An organisational structure defines how job tasks are formally divided, grouped and coordinated:
Designing Adaptive Organizations
9 Designing Adaptive Organizations Copyright 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. LEARNING
Organizational Behavior and Organizational Change Organizational Structure. Roger N. Nagel Senior Fellow & Wagner Professor.
Organizational Behavior and Organizational Change Organizational Structure Roger N. Nagel Senior Fellow & Wagner Professor 1 Topics This Presentation What Is Organizational Structure? Common Organization
2) Organizational structure is the degree to which tasks in an organization are divided into separate jobs. Answer: FALSE Diff: 2 Page Ref: 185
Management, 10e (Robbins) Chapter 9 Organizational Structure and Design 1) Organizational design is the organization's formal framework by which job tasks are divided, grouped, and coordinated. Answer:
ORGANISATIONAL BEHAVIOUR
ORGANISATIONAL BEHAVIOUR CHAPTER 15 What is Organisation Structure How jobs are formally divided, grouped and coordinated Six key elements 1. Work Specialisation 2. Departmentalisation 3. Chain of Command
Organizational Learning
Organizational Learning M. En C. Eduardo Bustos Farías 1 Outline Creating a Learning Organization Defining Organizational Learning and a Learning Organization Building an Organization s Learning Capability
M A N A G E M E N T F U N D A M E N T A L S P L A N N I N G & O R G A N I S I N G G R A D U A T E D I P L O M A I N M A N A G E M E N T
M A N A G E M E N T F U N D A M E N T A L S P L A N N I N G & O R G A N I S I N G G R A D U A T E D I P L O M A I N M A N A G E M E N T S T R A T E G I C & O P E R A T I O N A L P L A N N I N G INTRODUCTION
Principles of Management. Lecture 7
Principles of Management Lecture 7 Three Types of Control Control Process Steps A Definition of Organizing The Importance of Organizing Responsibilities of an organizing department would include: 1. Reorganization
Designing Organizational Structure
Designing Organizational Structure Chapter Seven Copyright 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Learning
Sample Organizational Chart
Organisational Structures Basic Concepts Organizational Structure: The formal configuration between individuals and groups with respect to the allocation of tasks, responsibilities, and authorities within
Organization Designs and the basics of Staffing and HR Management
Organization Designs and the basics of Staffing and HR Management dr Adrianna Jaskanis a.jednoralska@gmail.com Chair of Organization Theory and Methods Organizing Function of management, defined as creating
Organization Designs and the basics of Staffing and HR Management
Organization Designs and the basics of Staffing and HR Management Organizing Function of management, defined as creating the organization s structure Organizing =? Three major questions that organizing
McShane/ Von Glinow 2/e. Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
17 C H A P T E R Organizational Structure and Design The Decentralization of Coca-ColaCola Coca-Cola decentralized its organizational structure by cutting half of the staff at its Atlanta headquarters
Organizing the Business
Organizing the Business Business Essentials 9e Ebert/Griffin chapter six After reading this chapter, you should be able to: 1. Discuss the factors that influence a firm s organizational structure. 2. Explain
Increasing the number of tasks in a given job. Increasing the degree of responsibility a worker has over a job
Definitions Word CHAPTER 10 : The organizational architecture : Organizing: Organizational structure: Organizational design: Job design: Job simplification: Job enlargement: Job enrichment: Function: Functional
Adapting Organizations to Today s Markets
Chapter Eight Adapting Organizations to Today s Markets McGraw-Hill/Irwin Copyright 2010 by the McGraw-Hill Companies, Inc. All rights reserved. ANNE MULCAHY Xerox Started as a field sales representative
PGE M MANAGEMENT PRINCIPLES & PRACTICES MODULE 2 - ORGANIZING
PGE M1 2016-2017 MANAGEMENT PRINCIPLES & PRACTICES MODULE 2 - ORGANIZING SKEMA BUSINESS SCHOOL PGE M1 2016-2017 Management Principles & Practices Module 2 - ORGANIZING REMINDER CONTACT Amine Ezzerouali
Multiple Choice Questions
Chapter 10: Organizing 1 CHAPTER INTRODUCTION Multiple Choice Questions 132. Which of the following statements accurately describe the use of organization structures in the contemporary business environment?
1. Organizational design is the process in which managers change or develop an organization's structure. Answer: True False
Chapter 5: Organizational Structure and Culture 1. Organizational design is the process in which managers change or develop an organization's structure. 2. There are four basic elements in organizational
Management. Part III: Organizing Ch. 9. Organizational structure
Management Part III: Organizing Ch. 9. Organizational structure Dan C. Lungescu, PhD, assistant professor 2015-2016 Course outline Management Part I: Introduction Part II: Planning Part III: Organizing
Organizational Structures Student Notes
Directions: Fill in the blanks. Organizational Structures Introduction to Organizational Structures Segment 1. What is an Organization? An organization is a systematic grouping of individuals brought together
NAU MT2050i Week 4 Quiz
Class: Date: NAU MT2050i Week 4 Quiz Short Answer 1. A(n) is a choice made from available alternatives. 2. is the process of identifying problems and opportunities and then resolving them. 3. decisions
1/16/2009. Chapter Eleven. Learning Objectives. The Elements Organizing. Basic Elements of Organizing
Chapter Eleven Basic Elements of Organizing Slide content created by Charlie Cook, The University of West Alabama Copyright Houghton Mifflin Company. All rights reserved. Learning Objectives After studying
UNIT-III. Organizing. Defined as arranging & structuring work to accomplish organizational goal
Organizing Defined as arranging & structuring work to accomplish organizational goal Purposes of Organizing Divides work to be done into specific jobs and departments Assigns tasks and responsibilities
Chapter 11 Contemporary Organizational Design
Chapter 11 Contemporary Organizational Design TRUE/FALSE. 1) Employee empowerment is crucial in organizations with team structures because no line of managerial authority flows from top to bottom in such
CIA Test Preparation Part I
CIA Test Preparation Part I Study Unit Six: Control Aspects of Management June 2012 Agenda: Control Implications of Organizational Structures Control Implications of Leadership Styles Change Management
Managing for Quality and Competitiveness
Managing for Quality and Competitiveness McGraw-Hill/Irwin Copyright 2014 by The McGraw-Hill Companies, Inc. All rights reserved. CHAPTER 6 The Nature of Management CHAPTER 7 Organization, Teamwork, and
Organizational Structure
Chapter 13 Organizational Structure Chapter 13, Dr. Nghia Trong Nguyen, Organizational Behaviour, Fourth Canadian Edition 13-1 Chapter Outline What Is Organizational Structure? Mechanistic and Organic
Organization Structure & Design
Organization Structure & Design Que. 1 What is Organization Structure? The Organization structure is a skeleton or a framework that divides the total activities into related groups, develops superior and
Chapter Learning Objectives After studying this chapter you should be able to:
Chapter Learning Objectives After studying this chapter you should be able to: 1. Identify the basic elements of organizations. 2. Describe the bureaucratic perspective on organization design. 3. Identify
Unit 2: Organizational Structure Page 1 ORGANIZATIONAL STRUCTURE
Unit 2: Organizational Structure Page 1 ORGANIZATIONAL STRUCTURE Unit 2: Organizational Structure Page 2 [image from: http://www.dkimages.com/discover/home/business/effective- Leadership/Effective-Leadership-23.html]
Specialization and departmentalization. Responsibility, authority, delegation, and accountability
Key Topics Organizational structure Specialization and departmentalization Responsibility, authority, delegation, and accountability Functional, divisional, matrix, and international organizational structures
MBH1683 Leading Organisational Change
MBH1683 Leading Organisational Change Prepared by Dr Khairul Anuar L6 Designing Organizational Structure: Specialization and Coordination www.mba638.wordpress.com 1 Learning Objectives Explain why most
STARRY GOLD ACADEMY , , Page 1
WEEK 10 QUESTIONS ON ICAN BUSINESS AND FINANCE TOPICS 1. FORMAL AND INFORMAL ORGANISATION. 2. LEADERSHIP AND MANAGEMENT. 3. MOTIVATION. OBJECTIVE QUESTIONS 1. Which of the following statements about an
Honors Business Management
AT THE LIBRARY Honors Business Management Chapter 8 Organizational Culture, Structure and Design Key Questions Section 8.1: How do I find out about an organization's "social glue," its normal way of doing
Organizing the Business
Slide 1 BA-101 Introduction to Business Organizing the Business Chapter Six 1-1 Slide 2 What Is Organizational? Organizational specification of the jobs to be done within an organization and the ways in
The Organization Structure
The Organization Structure A. Organization charts A series of boxes connected with one or more lines to graphically represent the organization s structure It provides an overall picture of how the entire
Homework 1 related to chapter 3: Foundations of Planning
Homework 1 related to chapter 3: Foundations of Planning TRUE/FALSE. Write 'T' if the statement is true and 'F' if the statement is false. 1) Planning provides direction to managers and nonmanagers alike.
Managing Organizational Structure and Culture
Chapter 4 Managing Organizational Structure and Culture CHAPTER OUTLINE I. DESIGNING ORGANIZATIONAL STRUCTURE A. Organizing is the process by which managers establish the structure of working relationships
Managing Organizational Structure & Culture LEARNING OBJECTIVES. To identify the factors that influence managers choice of an
CHAPTER 10 Managing Organizational Structure & Culture LEARNING OBJECTIVES To identify the factors that influence managers choice of an organizational structure. To explain how managers group tasks into
Organizational structures emphasize employee behaviors and reporting structures to determine how the works gets done. The structure defines authority
1 2 Organizational design deals with aligning structures and resources to accomplish the vision and mission of the organization. It includes evaluating differentiation, strategy, growth, and efficiency.
Management tenth edition
Management tenth edition Stephen P. Robbins Mary Coulter Chapter 7 Foundations of Planning Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 7 1 Learning Outcomes Follow this Learning
An organization is deliberate arrangement pie to accomplish some specific purpose.
What is an organization? An organization is deliberate arrangement pie to accomplish some specific purpose. Characteristics of the organization :- 1- each organization has a distinct purpose. 2- each organization
Section I: Organizations I-C: Organizational Structures
Section I: Organizations I-C: Organizational Structures Learning Objectives Identify basic elements of organizations Describe the basic nature of origination design Discuss how an organization's mission
Principles of Management. Lecture 5
Principles of Management Lecture 5 What Is Organizational Structure? Organizational Structure How job tasks are formally divided, grouped, and coordinated. Key Elements: Work specialization Departmentalization
Management. Part III: Organizing Ch. 10. Organization design
Management Part III: Organizing Ch. 10. Organization design Dan C. Lungescu, PhD, assistant professor 2015-2016 Course outline Management Part I: Introduction Part II: Planning Part III: Organizing Part
3. Maslow's hierarchy of needs includes all EXCEPT which of the following? A) cognition B) physiological C) safety D) belongingness E) esteem
Revision 2 Multiple Choice Questions 1. One factor motivating U.K. travelers is status. Which of Maslow's needs is this most related to? A) physiological B) safety C) belongingness D) esteem 2. Maslow's
Managing in the Global Environment
Chapter Six What Is the Global Environment? Managing in the Global Environment Global Environment Set of forces and conditions in the world outside the organization s boundaries that affect the way it
ADMN 232 Introduction to Management. Assignment 2: Essay. Autism Edmonton. Jennifer Lee. AU Student #
ADMN 232 Introduction to Management Assignment 2: Essay Autism Edmonton http://www.autismedmonton.org/ Jennifer Lee AU Student #2634263 Date: February 22, 2016 COMMENTS Organizational Chart 20 / 20 Departmentalization
Part 3 Managing for Quality and Competitiveness
Part 3 Managing for Quality and Competitiveness 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
Each component of a business must fulfill its own purpose while simultaneiously fitting in with the others
What is organizational structure Each component of a business must fulfill its own purpose while simultaneiously fitting in with the others Organizational structure the specification of the jobs to be
Principles of Management Dyck / Neubert. Chapter 10 Fundamentals of Organizing. Roadmap. Introduction to Organizing
Principles of Management Dyck / Neubert Chapter 10 Fundamentals of Organizing 10 1 Roadmap 10 2 Introduction to Organizing Basic Elements of Organizing (Weber) 1. The overall work of the organization is
Simple Structure In a simple organizational structure: an organizational chart is usually not needed do not rely on formal systems of division of
Simple Structure In a simple organizational structure: an organizational chart is usually not needed do not rely on formal systems of division of labor a firm is owned and operated by a single individual
Organization and Teamwork. Prentice Hall, 2007 Excellence in Business, 3e Chapter 8-1
Organization and Teamwork Prentice Hall, 2007 Excellence in Business, 3e Chapter 8-1 Effective Organization Structure Divide Responsibilities Distribute Authority Coordinate and Control Work Promote Accountability
Organisational design
Organisational design 2017-18 ORGANISATIONAL STRUCTURES ORGANISATIONAL CHART ORGANISATIONAL STRUCTURES Internal structure or formal organisation: way in which positions within the business are arranged
Chapter 7. Management, Leadership, and the Internal Organization
Chapter 7 Management, Leadership, and the Internal Organization Learning Objectives 1 Define management and the three types of skills necessary for managerial success. 5 Contrast the types of business
Creating a Flexible Organization
Chapter Seven Creating a Flexible Organization Copyright Cengage Learning. All rights reserved. 7 1 Learning Objectives 1. Understand what an organization is and identify its characteristics. 2. Explain
CHAPTER 11 ORGANIZATIONAL STRUCTURE AND DESIGN
CHAPTER 11 ORGANIZATIONAL STRUCTURE AND DESIGN - SHISHI KUMAR PIARALAL Learning Outcomes 11.1 Discuss the basic elements of organizing. 11.2 Describe the bureaucratic perspective on organizational design.
Fig.1. Project Organization Chart.
THE PROJECT ORGANIZATION STRUCTURE A project organization is a structure that facilitates the coordination and implementation of project activities. Its main reason is to create an environment that fosters
Work Team Development. Chapter 13
Work Team Development Chapter 13 Learning Objectives Describe the major OD quality and productivity interventions Diagnose job design problems as part of OD programs Identify the similarities and differences
PLS 500 Public Administrative Theory. Topic: Organizing
PLS 500 Public Administrative Theory Topic: Organizing Organizational Design and Structure! Organizational structure defines how job tasks are formally divided, grouped, and coordinated. This structure
Organisational Structure. Professor Ming Sun School of Energy, Geoscience, Infrastructure & Society Heriot-Watt University
Organisational Structure Professor Ming Sun School of Energy, Geoscience, Infrastructure & Society Heriot-Watt University DEFINITION OF ORGANISATION What is an Organisation? The planned co-ordination of
Management, Leadership, and Internal Organization
Management, Leadership, and Internal Organization 1 Define management and the skills necessary for managerial success. 5 Contrast the types of business decisions and list the steps in the decision-making
Organization structure
Organization structure Training workshop BALADI CAP (Building Alliances for Local Advancement, Development, and Investment CAP) Prepared by: Rania Skaine June 18, 2016 This publication is made possible
1/16/2009. Chapter Twelve. Learning Objectives. The Nature of Organization Design. Managing Organizational Design. Organization Design
Chapter Twelve Managing Organizational Design Slide content created by Charlie Cook, The University of West Alabama Copyright Houghton Mifflin Company. All rights reserved. Learning Objectives After studying
Management Theory & Principles-Chapter 2 10/19/2011
2-1 Contrast the actions of managers according to the omnipotent and symbolic views Describe the constraints and challenges facing managers in today s external environment Discuss the characteristics and
Chapter 7 FOUNDATIONS OF PLANNING. Prentice Hall, ١
Chapter 7 FOUNDATIONS OF PLANNING Prentice Hall, 2002 7-١ You should learn to: Learning Objectives 1. Define planning 2. Explain why managers plan 3. Describe what role goals play in planning 4. Distinguish
MBH1683 Leading Organisational Change
MBH1683 Leading Organisational Change Prepared by Dr Khairul Anuar L4 Basic Challenges of Organizational Design www.mba638.wordpress.com 1 Week 1 2 Lecture Plan for the Week Topics 4, 5 and 6 Week 2 Week
3. ORGANIZATIONAL STRUCTURE LEVELS AND PRINCIPLES OF ORGANIZATION, DIMENSIONS OF STRUCTURE
3. ORGANIZATIONAL STRUCTURE LEVELS AND PRINCIPLES OF ORGANIZATION, DIMENSIONS OF STRUCTURE ORGANIZATIONAL STRUCTURE Necessary to make possible the effective performance of key activities To support the
Chapter 14 Designing Market-Driven Organizations
Chapter 14 Designing Market-Driven Organizations Considerations in organizational design Organizational design options Selecting an organizational ational design Global dimensions of organizations 1 MAR608
Study Guide for Unit 3
Business Management Essentials 1600 Unit 3: Organizing Chapters 9-12, Types of Businesses Handout, and Business Employment Law Handout Key Terms Types of Businesses: Sole Proprietorship Partnership Limited
CHAPTER 4 SYSTEM USERS AND DEVELOPERS
CHAPTER 4 SYSTEM USERS AND DEVELOPERS Management Information Systems, 10 th edition, By Raymond McLeod, Jr. and George P. Schell 2007, Prentice Hall, Inc. 1 Learning Objectives: Learn that the organizational
Strategic Management. Gregory G. Dess University of Texas at Dallas. G. T. Lumpkin Syracuse University. Alan B. Eisner Pace University.
Gregory G. Dess University of Texas at Dallas G. T. Lumpkin Syracuse University Alan B. Eisner Pace University Strategic Management text and cases fifth edition I McGraw-Hill Irwin Contents port l Strategic
1. Organizational structure refers to the totality of a firm's organization.
Chapter 14 The Organization of International Business True / False Questions 1. Organizational structure refers to the totality of a firm's organization. True False 2. A firm's organizational culture refers
UNIVERSITY OF BOTSWANA FACULTY OF BUSINESS DEPARTMENT OF MANAGEMENT FINAL EXAMINATIONS
. - - - UNIVERSITY OF BOTSWANA FACULTY OF BUSINESS DEPARTMENT OF MANAGEMENT FINAL EXAMINATIONS n I]) ~O--------------------------------------- ~~ryi~ O}f 1{01J1l ~~
The Organizational Context: Strategy, Structure, and Culture
The Organizational Context: Strategy, Structure, and Culture Chapter 2 Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2-1 Projects and Organizational Strategy Strategic management the
Chapter 7. Management, Leadership, and the Internal Organization
Chapter 7 Management, Leadership, and the Internal Organization Brands What is Management? I want to be a manager. Being a manager is beyond being the boss. Companies want managers who understand technology,
MGT504 - SOLVED Quiz # 3 Attempted and collected By VU_MSBA POINEERS GROUP SOLVED by KHURRAM SAEED
Q1: Which types of changes are compared in the dual core approach? Administrative changes only Technical changes only Both administrative and technical changes Design and structure of the organization
Structural aspects of organizations. Kalina Grzesiuk
Structural aspects of organizations Kalina Grzesiuk Organizational structure Dividing an organization into functions and then departments Advantages of proper design: Facilitates effective workflow Enhances
Shared & Solved by SILENTLIPS FINALTERM EXAMINATION Fall 2009 MGT502- Organizational Behaviour (Session - 2) Time: 120 min Marks: 92
Shared & Solved by SILENTLIPS FINALTERM EXAMINATION Fall 2009 MGT502- Organizational Behaviour (Session - 2) Time: 120 min Marks: 92 Question No: 1 ( Marks: 1 ) - Please choose one Which one of the following
4.1 Organizational Charts and Designs 4.2 Centralized and Decentralized Organization 4.3 Span of Control
4. Organizing 4.1 Organizational Charts and Designs 4.2 Centralized and Decentralized Organization 4.3 Span of Control 4.4 Authority and Unity of Command 4.5 Incentives and Motivation Tools 4.6 Maslow
Leadership & Organization Behavior. Understanding Organizations
Leadership & Organization Behavior Understanding Organizations Elements of Organizational Behavior Management's philosophy, values, vision and goals. The organizational culture which is composed of the
UNIT 3 ORGANISING Definitions Koontz and O Donnell defines Process of organizing Principles of Organising
UNIT 3 ORGANISING Definitions Allen defines Organising as the process of identifying and grouping of the work to be performed, defining and delegating responsibility and authority and establishing relationships
change An Action-Oriented Toolkit
organizational change An Action-Oriented Toolkit Chapter 5: Navigating Change Through Formal Structures & Systems Chapter Overview This chapter discusses the basics of how organizations structure themselves
University of the Incarnate Word COMM 2341 Session Notes Chapter 2 Organizational Communication
University of the Incarnate Word COMM 2341 Session Notes Chapter 2 Organizational Communication I. Communication inside the organization A. Formal messages flow downward, upward, and horizontally. 1. Downward
Chapter 8: OD interventions: Strategy and structure. Techno-structural intervention
Chapter 8: OD interventions: Strategy and structure Techno-structural intervention A change program focusing on the technology and structure of organizations. Techno-structural intervention deal with technostructural
Preface... i. Notice... i. International HR Certification Exams... ii. About the Authors... iii. Acknowledgement... iii
UNIT1: STRATETGIC HR MANAGEMENT TABLE OF CONTENTS Preface... i Notice... i International HR Certification Exams... ii SPHRi TM Exam... ii PHRi TM Exam... ii About the Authors... iii Acknowledgement...