Please enable JavaScript.
Coggle requires JavaScript to display documents.
Organizational and Structure and Design (the key elements (work…
Organizational and Structure and Design
the key elements
work specialization
traditional view
divide into separate job tasks
today's view
most managers today see work specialization as an important organizing mechanism because it helps employees be more efficient
departmentalization
traditional view
functional
product
customer
geographic
process
today's view
cross-functional teams
authority and responsibility
traditional view
chain of command
authority
line authority
staff authority
unity of command
today's view
authority
power
span of control
centralization and decentralization differ
formalization
structure
mechanistic organization
a bureaucratic organization; a structure that's high in specialization, formalization, and centralization.
organic organization
a structure that's low in specialization, formalization, and centralization.
4 contingency variables
strategy
size
technology
environment
technology affect organization design
unit production
organic
mass production
mechanistic
process production
organic
simple structure
an organizational design with low departmentalization, wide spans of control, authority centralized in a single person, and little formalization.
functional structure
an organizational design that similar or related occupational specialties together.
divisional structure
an organization structure made up of separate business units or divisions.
team structures
matrix and project structure
boundary less organization
virtual organization
network organization
learning organization
organizational design
information sharing
leadership
culture
telecommuting
compressed workweeks, flextime, and job sharing
contingent workforce