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Organization Structure and Design 12 - Coggle Diagram
Organization Structure and Design
The basic elements of organizing
Job Specialization
Job Enlargement
Job Enrichment
Job Characteristics Approach
Skill Variety
Task Identity
Task Significance
Autonomy
Feedback
Work Teams
Job Rotation
Grouping Jobs:
Departmentalization
Functional
Products
Customers
Locations
Establishing Reporting Relationships
Chain of Command
Span of Management
Tall Organizations
Flat Organizations
Distributing Authority
The Delegation Process
The individual is given the authority to do the job.
The manager establishes the subordinate’s accountability, the subordinate accepts an obligation to carry out the task assigned by the manager.
The manager assigns responsibility or gives the subordinate a job to do
Decentralization
Centralization
Coordinating Activities
The Need For Coordination
Sequential interdependence
Reciprocal interdependence
Pooled interdependence
Structural Coordination Techniques
Management Hierarchy
Rules and Procedures
Task Forces
Managerial Liaison Roles
Integrating Departments
Electronic Coordination
Situational Influences on Organization Design
Situational factors
Core Technology
Three basic forms
Large-batch or mass-production technology
Continuous-process technology
Unit or small-batch technology
Core Technology
Woodward found
Organizational size and life cycle
Organizational size
Research findings:
Organizational life cycle
Environment
Idea of Paul R. Lawrence and Jay W. Lorsch.
Differentiation
Integration
Tom Burns and G. M. Stalker.
Mechanistic organizations
Organic organizations
The Bureaucratic Model of Organization Design :question:
Organizations's pioneer :star:
Max Weber :silhouette:
Bureaucracy :fire:
legitimate system
formal system
Advantages :check:
Improves efficiency
Minimize favoritism or bias
Clear procedures and practices
Disadvantage :red_cross:
inflexibility and rigidity
Difficult
Making exceptions
Changing rules
the neglect of human and social processes
basic characteristics :pencil2:
A distinct division of labor
A consistent set of rules
A hierarchy of positions
Impersonal management
Employment and advancement
Basic Forms of Organization Design
Conglomerate Design
(H-form)
Made up of a set of unrelated businesses
CEO -> Another positions
“H-form” (for holding, as in holding company) approach
This approach is based loosely on the product form of departmentalization.
(-) The complexity associated with holding diverse and unrelated businesses.
(+) organizations following this approach achieve only average-to-weak financial performance
Functional design
( U-form)
Based on the functional approach to departmentalization
The members and units are grouped into functional departments
CEO -> president-> controller-> manager
(+) Allows the organization to staff all important positions with functional experts
(+) Facilitates coordination and integration.
(+)Tends to promote centralization.
Team Organization
+relies almost exclusively on project-type teams
+people float from project to project as necessitated by their skills and the demands of those projects.
Virtual Organization
+has little or no formal structure
+has only a handful of permanent employees, a very small staff and administrative headquarters facility.
+As the needs of the organization change, its managers bring in the demands of each unique situation.
+conducting most if not all of their businesses online
Learning organization
+transforming itself to respond to changing demands and needs
+constantly upgrading employee talent, skill, and knowledge.
