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Organising ((Adaptive Organisations
lack of bureaucratic features,…
Organising
Adaptive Organisations
lack of bureaucratic features, encouraging worker empowerment and teamwork
Organic Designs
decentralised, have fewer rules and procedures and feature open divisions of labour, wide spans on control and more personal coordination
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Virtual organisations
Shifting networks of strategic alliances linked by technology, with very little physical infrastructure, that are engaged as needed
ORGANISATIONAL STRUCTURE
The way in which the various parts of an organisation are formally arranged
eg: the vertical and horizontal configuration of departments, authority and jobs
Designates formal reporting relationships
- Identifies the number of levels in the hierarchy and the span of control which managers have
Includes design systems to ensure effective communication, coordination and integration of effort across departments
Identifies the grouping together of individuals into departments and the departments of the total organisation
TRENDS
Chain of Command
Links all persons with successively high levels of authority
There is a trend toward "streamlining" where there is an emergence of flatter, more horizontal structures, as it is viewed to provide organisation with a . competitive advantage
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Upside-down Pyramid
Puts customers at the top, served by workers at the middle, whose managers support them at the bottom
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FORMAL ORGANISATIONAL STRUCTURES
- Describes the arrangement of work positions within an organisation
- Identifies the various positions and job titles as well as lines of authority and communication between them
INFORMAL ORGANISATIONAL STRUCTURES
- A "shadow" organisation made of the unofficial, but critical, working relationships between an organisation's members
ORGANISATIONAL DESIGN
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ORGANISATION LIFE CYCLES
Throughout the life of a business, it passes through different stages of development, which may bring out the need for a change in design