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Organizational structures and systems - Coggle Diagram
Organizational structures and systems
types of organization goals
Societal goals
reflect the organization intended contributions to the broader society
enable organizations to make legitimate claims over resources, individuals, markets and product
Output goals
define the types of business that the organization is pursuing
systems goals
concerned with the conditions within the organization that expected to increase an organization's survival potential.
included
growth
stability
productivity
harmony
human resource maintenance
defined system goals can:
Focus managers attention that what need to do
provided flexibility to meet important targets
to balance the demand, constraints and opportunities facing the firm
basis the dividing of the work firm
Mission statement
A written statement of organizational purpose
what hierarchical attributes of organizations
a successful organization build a structure consistent with the pattern of goals established by the senior management
vertical specialization
hierarchical division of labor that show formal authority
Organization chart
diagrams that depict the formal structure of the organization
chain of command
a listed that to who they can reported to whom from up and down the organization
unity of command
each person has only one boss and also each unit has one leader
span of control
the number of individuals reporting to the supervisor
Line units
work groups that conduct the major business of the organizations
Staff units
work groups that assist the line unity by providing the specialized expertise and service to the organization
control
set of mechanisms used to keep actions within predetermined limits
deal with: setting standard ,measuring result against standards and instituting corrective action
output controls
focus on desired targets and allow manager to use own methods to reach defined targets
process controls
attempt to specify the manner in task accomplished
type of process controls
policies, rules and procedures
Formalization and standardization
total quality management control
Centralization
the authority to make decisions is restricted to higher levels of management
decentralization
the authority to make decisions is given to lower level in an organizations hierarchy
benefits
a higher subordinate satisfaction
quicker response to a series of unrelated problems
assists on the job training of subordinates for higher level positions
encourage participation in the decision making
how is work organized and coordinated
Horizontal specialization
division of labor that established specific work units or groups within the organization
Functional departmentation
grouping individuals by skill, action and knowledge
divisional department
individual and departments are grouped by territories, products, client, services or legal entities
Matrix departmentation
uses both the functional and divisional forms simultaneously
coordination
set mechanisms that an organization uses to link actions of the units into a consistent pattern
Bureaucracy
form of organization that emphasizes legal authority, logic and order
methods of coordination
personal
produce synergy by promoting dialogues, discussion, creativity, innovation and learning
impersonal
produce synergy by stressing consistency and standardization so the individual pieces fit together
Mechanistic type
emphasizes the vertical specialization and control
benefits
efficiency
Limitations
employees dislike rigid designs
Unions may further solidify rigid design
key employees may leave
organic type
emphasizes horizontal specialization
benefits
good for problem solving and serving individual customer needs
centralized direction by the senior management is less intense
good at detecting external changes and adjusting to new technologies
Limitation
less efficient than mechanistic type
restricted capacity to response to central management direction
common type of hybrid structures
divisional firm
composed to quasi-independent divisions so that will make different division can be more or less organic or mechanistic
conglomerate
a single corporation that contains a number of unrelated business