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DESIGNING ORGANIZATIONAL STRUCTURE - Coggle Diagram
DESIGNING ORGANIZATIONAL STRUCTURE
Matrix Design Structure
Matric structure
Simultaneously groups people and resourcesby function and product
Designing organizational structure
Organizing
The process which managers establish the structure of working relationships among employees to achieve goals
Oranizational design
managers make specific organizing choices that result in a particular kind of organizational structure
Organizational structure
Formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve goals
Job Design
job design
managers decide how to devide tasks into specific job
Job Simplification
Reducing the number of tasks that each workder performs
Job Enlargement
Increasing the number of different tasks in a given job by changing the division of labor
Job Enrichment
Increasing the responsibility of worker
Affecting factors
organizational environment
Technology
Strategy
Human resources
Grouping jobs into Functions
Functional Structure
An organizational structure composed of all the departments that an organization requires to produce its goods or services
Advantages
Encourages learning from others doing similar jobs
Easy for managers to monitor and evalute workers
Disadvantages
Difficult for departments to communicate with others
Preoccupation with own department and losing sight of organizational goals
Divisonal Structures
composed of separate business units within which are the functions that work together to produce a specific product for a specific customer
Types
Product structure
Geographic Structure
Global Geographic Structure
Markets Structure
Global Product Structure
Product team structure
Product team structure
Employees are permanently assigned to a cross - functional team and report only to the product team manager or to one of his direct subordanates
Cross - functional team
Group of managers brought together from different departments to perform organizational tasks
Coordinating functions and divisions
Authority
Hierarchy of Authority
Allocating Authority
Span of Control
Line Manager
Sraff Manager
Tall and Flat Organizations
Tall Organization
Many levels of authority relative to company size
Flat Organization
Fewer levels of authority relative to company size
Centralization and Decentralization of Authority
Decentralizating Authority
Giving lower - levell managers and nonmanagerial employees the right to make important decisions about how to uses organizational resources
Integrating Mechanisms
Strategic Alliance
two or more companies to exchange or share their resources
Boundaryless Organization
Outsource
use outside suppliers and manufactures to produce goods and services
B2B network structure
A series of strategic alliances that an organization creates with suppliers, manufacturers. and distributors to produce and marker a produc
Knowledge Management Systeam
A company - specific virtual information system that system that systematizes the knowledge of its employees and facilities the sharing and integration of their expertise