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Managing the Structure and Design of Organizations

Managing the Structure and Design of Organizations

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Managing the Structure and Design of Organizations

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  1. Managing the Structure and Design of Organizations

  2. Organizing • HOW to do what Strategy has indicated needs to be done. • Deploying resources to achieve strategic goals. It is reflected in: • Organization’s division of labor – forming jobs and departments. • Formal lines of authority. • Mechanisms to coordinate diverse jobs and roles in the organization.

  3. Organization Structure • Formal system of relationships that determine: • Lines of authority – who reports to whom. • Tasks assigned to individuals and units – who does what tasks and with which department • Dimensions • Vertical • Horizontal

  4. Vertical Dimensions: • Authority – The formal right of a manager to make decisions, give orders, and expect the orders to be carried out. • Line Authority • The manager can directly control the work of subordinates by hiring, discharging, evaluating, and rewarding them • line managers hold positions that contribute directly to the strategic goals of the organization • part of the chain of command • Staff Authority • the right to provide advice, recommend, and counsel line managers and others in the organization • staff managers direct line managers

  5. Vertical Dimensions(Contd.) • Responsibility – the manager’s duty to perform an assigned task. • Accountability – the manager (or other employee) with authority and responsibility must be able to justify results to a manager at a higher level in the organizational hierarchy.

  6. Vertical Dimension • Span of control – the feature of vertical structure that outlines: • number of subordinates who report to a manager. • number of managers. • layers of management within an organization. • Smaller span – fewer employees supervised by a manager –a tall vertical organizational structure • Larger span – greater number of employees supervised –a flatter organizational structure

  7. Vertical Dimensions (contd.) • Centralization –location of decision authority at the top of the organization hierarchy. • Decentralization –location of decision authority at lower levels in the organization. • Formalization –degree of written documentation used to direct and control employees.

  8. Horizontal Dimension • The element of organization structure that is the basis for: • Dividing work into specific jobs and tasks. • Assigning jobs into units such as departments or teams. • Departmentalization: • Functional • Divisional • Matrix

  9. Functional Departmental Structure

  10. Divisional Organization Structure President Computer Division Software Division Consulting Source Division Production Production Production Marketing Marketing Marketing Finance Finance Finance

  11. Geographic-Based Organization Structure

  12. Organization Design • selection of an organization structure that best fits the strategic goals of the business. • Basic organization designs: • Mechanistic • Organic • Boundaryless • These designs incorporate vertical and horizontal structural elements.

  13. Organization Design • Changes as business strategy changes • Strategic factors that affect the choices of organization design: • Organization capabilities • Technology • Organization size • Environmental turbulence

  14. Mechanistic ,Organic and Boundaryless Organizations

  15. Organizations are redesigned: • Merger • Acquisition • Divestiture • Downsizing