Please enable JavaScript.
Coggle requires JavaScript to display documents.
Organizational Structure and design (six key elements in organizational…
Organizational Structure and design
six key elements in organizational design
1.what is work specialization
organization design
when managers develop or change the organization's structure
work specialization
dividing work activities into separate job tasks also called division of labor
2.what is departmentalization
functional departmentalization
product departmentalization
customer departmentalization
geographic departmentalization
process departmentalization
3.what are authority and responsibility
line authority
authority that entitles a manager to direct the work of an employee
staff authority
positions with some authority that have been created to support, assist, and advise those holding line authority
unity of command
structure in which each employee reports to only one manager
4.what ia span of control
the number of employees a manager can efficiently and effectively supervise
5.how do centralization and decentralization differ
centralization
the degree to which decision making takes place at upper levels of the organization
decentralization
the degree to which lower-level managers provide input or actually make decisions
6.what is formalization
how standardized an organization's jobs are and the extent to which employee behavior is guided by rules and procedure
compare and contrast traditional and contemporary organizational designs
simple structure
an organizational design with low departmentalization, wide spans of control, authority centralization in a single person, and little formalization.
functional structure
an organizational design that groups similar or related occupational specialties together
divisional structure
an organizational structure made up of separate business units or divisions
team structure
a structure in which the entire organization is made up of work teams
matrix structure
a structure in which specialists from different functional departments are assigned to work on projects led by a project manager
project structure
a structure in which employees continuously work on projects
identify the contingency factors that favor either the machanistic model or the organic model of organizational design
mechanistic
right and tightly controlled structure
combines traditional aspects of all six elements of organization structure
high specialization
rigid departmentalization
clear chain of command
organic
highly adaptive and flexible structure
collaboration (both vertical and horizontal)
adaptable duties
few rules
informal communication
contingency variables
strategy
size
technology
environment
the design challenges faced by today's organizations
the important characteristics of a learning organization revolve around
organizational design
information sharing
leadership
culture
compressed workweek
a workweek where employees work longer hours per day but fewer days per week
job sharing
when two or more people split a full-time job
contingent workers
temporary, freelance, or contract workers whose employment is contingment upon demand for their service