Forms of organisation structure
, emerged when companies got too large in complex markets. Groups together either the resources needed for each product or service group, or, those needed to serve a geographical market, in separate divisions
, they combine M-form and U-form hybrid forms. the organisation has two structures. Each resource cluster has at least two lines of authority. So an operations manager may be directly responsible to his or her division head
, clusters resources primarily by their functional purpose. Each level reports to the managerial level above, emphasizes process efficiency above customer service and ability to adapt to changing markets.
resources are clustered into groups as in other forms but with more delegation of responsibility for the strategic management of those resources. N-forms have relatively little hierarchical reporting and control
How do we go about designing jobs
, is concerned with the physiological aspects of job design.
There must be a fit between people and the jobs they do, either the job can made to fit the people or people can be made to fit the job
it is important to take a scientific approach to job design, collecting data to find the best set of conditions for comfort and performance
is the aspects of job design related to peoples size, shape and other physical abilities. The design of a task should be governed partly by the size and strength of operators who do the job.
Division of labor
dividing the total task down into smaller parts, each of which is accomplished by a single person or team
It promotes faster learning
Automation becomes easier
Reduced non-productive work
, the team would typically control such things as task allocation between members, scheduling work, quality measurements and improvement, and sometimes the hiring of staff
Improving productivity through enhanced motivation and flexibility
Improving quality and encouraging innovation
Increasing satisfaction by allowing individuals to contribute more effectively