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ORGANIZATIONAL STRUCTURE - Coggle Diagram

- - - - Functions performed
      - type of product or service
      - geography
      - process differences
      - type of customer
  - - - Unity of command
        (1 person should only have 1 superior)
      - Authority
        (right inherent to management to give orders & expect to be obeyed)
    - - Technology
      - Trend of empowering people
  - - - degree to which decision making is concentrated at a single point in the organization.
      - top managers make all the decisions, and lower-level managers merely carry out their directives
        
        Can see big picture, high level managers have better ability to make better decisions
    - - decision making is pushed down to the managers closest to the action
      - Advantages
        
        quickly to solve problems
        
        More input into decisions
        
        employees are less likely to feel alienated
- - - - Simple, fast, and flexible.
      - Inexpensive to maintain.
      - Accountability is clear
    - - Difficult to maintain in anything other than small organizations
      - Risky—everything depends on one person
  - - - Highly routine operating tasks.
      - Very formalized rules and regulations.
      - Tasks grouped into functional departments.
      - Centralized authority.
      - Narrow spans of control.
      - Decision making that follows the chain of command
    - - Ability to perform standardized activities in a highly efficient manner.
    - - Subunit conflicts.
      - Unit goals dominate.
      - Obsessive behavior.
      - Covering weak management.
- - - - Removes vertical and horizontal boundaries.
      - Breaks down external barriers.
      - Flattens the hierarchy and minimizes status and rank
- - - - Downsize & invest in high-involvement work practices afterward
    - - discuss downsizing with employees early
    - - employees can participate in the process in some way
    - - Providing severance, extended health-care benefits, and job search assistance
- - - - Organic
    - - Mechanistic
    - - mix Mechanistic and organic
    - - Size
        
        Large organizations
        
        Mechanistic
        
        Impact of size becomes less important as an
        organization expands.
      - Technology
        
        Facilitate organic
      - Environment
        
        Capacity
        
        Volatility
        
        Complexity
      - Institutions
        
        Regulatory pressures.
        
        Simple inertia.
        
        Culture.
        
        Fads or trends.