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    Chapter 11

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    Yousef Wardat
    This document discusses key elements of organizational design including: 1) Six elements - organizing, structure, charts, design, purposes, and specialization/departmentalization. 2) Two common structures - mechanistic and organic. 3) Factors that influence structure choice including tasks, environment, and technology. 4) Traditional design options such as centralization, formalization, and span of control.

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    Chapter 11

    Uploaded by

    Yousef Wardat
    37 views19 pages
    This document discusses key elements of organizational design including: 1) Six elements - organizing, structure, charts, design, purposes, and specialization/departmentalization. 2) Two common structures - mechanistic and organic. 3) Factors that influence structure choice including tasks, environment, and technology. 4) Traditional design options such as centralization, formalization, and span of control.

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    This document discusses key elements of organizational design including: 1) Six elements - organizing, structure, charts, design, purposes, and specialization/departmentalization. 2) Two common structures - mechanistic and organic. 3) Factors that influence structure choice including tasks, environment, and technology. 4) Traditional design options such as centralization, formalization, and span of control.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    37 views19 pages

    Chapter 11

    Uploaded by

    Yousef Wardat
    This document discusses key elements of organizational design including: 1) Six elements - organizing, structure, charts, design, purposes, and specialization/departmentalization. 2) Two common structures - mechanistic and organic. 3) Factors that influence structure choice including tasks, environment, and technology. 4) Traditional design options such as centralization, formalization, and span of control.

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    © All Rights Reserved
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    Download as pptx, pdf, or txt
    of 19

    Designing Organizational Structure

    Chapter 11
    F I F T E E N T H E D I T I O N , G L O B A L E D I T I O N
    Learning Objectives
    Describe six key elements in organizational Contrast mechanistic and organic
    01 design
    02 structures.

    Discuss the contingency factors that favor


    03 either the mechanistic model or the
    04
    Describe traditional organizational design
    organic model of organizational design. options

    Discuss organizing for flexibility in the twenty-


    05 first century.
    Elements of Organizational Design

    • Organizing: management function that involves arranging and


    structuring work to accomplish the organization’s goals
    • Organizational structure: the formal arrangement of jobs within an
    organization
    • Organizational chart: the visual representation of an organization’s
    structure
    • Organizational design: creating or changing an organization’s
    structure
    Purposes of Organizing

    Purposes
    • Divides work to be done into specific jobs and departments.
    • Assigns tasks and responsibilities associated with individual
    jobs.
    • Establishes relationships among individuals, groups, and
    departments.
    • Establishes formal lines of authority.
    Work Specialization

    • Work specialization: dividing work activities into separate job


    tasks
    Departmentalization

    • Departmentalization: the basis by which jobs are grouped


    together
    Today’s View on Departmentalization

    Two trends are:


    • –Cross-functional teams: a work team composed of individuals
    from various functional specialties. This has become more popular
    as tasks become more complex.
    • –Customer departmentalization: emphasizes monitoring and
    responding to customers’ needs
    Chain of Command

    • Chain of command: the line of authority extending from upper


    organizational levels to the lowest levels, which clarifies who
    reports to whom
    Authority

    • Authority: the line of authority extending from upper organizational


    levels to the lowest levels, which clarifies who reports to whom
    • 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
    Responsibility

    • Responsibility: the obligation or expectation to perform any


    assigned duties

    • Unity of command: the management principle that each person


    should report to only one manager
    Span of Control

    •Span of control: the number of employees a manager can efficiently


    and effectively manage
    Centralization and Decentralization

    • Centralization: the degree to which decision making is


    concentrated at upper levels of the organization
    • Decentralization: the degree to which lower-level
    employees provide input or actually make decisions
    Employee Empowerment

    • Employee empowerment: giving


    employees more authority (power) to
    make decisions
    Formalization

    • Formalization: how standardized an organization’s jobs


    are and the extent to which employee behavior is guided
    by rules and procedures
    Size and Structure

    • There’s considerable evidence that an organization’s size affects its


    structure, but once an organization grows past a certain size, size has
    less influence on structure.
    Telecommuting

    • Telecommuting: a work arrangement in which


    employees work at home and are linked to the
    workplace by computer
    Compressed Workweeks, Flextime, and Job
    Sharing
    • Compressed workweek: a workweek where employees work longer hours
    per day but fewer days per week
    • Flextime (or flexible work hours): a scheduling system in which employees
    are required to work a specific number of hours a week but are free to vary
    those hours within certain limits
    • Job sharing: the practice of having two or more people split a full-time job
    The Contingent Workforce

    • Contingent workers: temporary, freelance, or contract workers whose


    employment is contingent on demand for their services
    Thank You

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