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Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 14-1 Essentials of Organizational Behavior, 10/e Stephen P. Robbins & Timothy A. Judge.

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Presentation on theme: "Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 14-1 Essentials of Organizational Behavior, 10/e Stephen P. Robbins & Timothy A. Judge."— Presentation transcript:

1 Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 14-1 Essentials of Organizational Behavior, 10/e Stephen P. Robbins & Timothy A. Judge Chapter 14 Foundations of Organizational Structure

2 Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 14-2 After studying this chapter, you should be able to: 1.Identify the six elements of an organization’s structure. 2.Describe the common organizational designs. 3.Compare and contrast the virtual and boundaryless organizations. 4.Demonstrate how organizational structures differ. 5.Analyze the behavioral implications of different organizational designs. 6.Show how globalization affects organizational structure.

3 Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 14-3 What is Organization Structure? It defines how job tasks are formally divided, grouped, and coordinated Key elements to be addressed:  Work specialization  Departmentalization  Chain of command  Span of control  Centralization  Decentralization  Formalization

4 Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 14-4 Element 1: Work Specialization Also known as division of labor Describes the degree to which activities in the organization are subdivided into separate jobs Benefits:  Greater efficiency and lower costs Costs:  Human costs when carried too far  Job enlargement as a solution

5 Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 14-5 Element 2: Departmentalization Basis by which jobs are grouped together so that common tasks can be coordinated Common bases:  Function  Product  Geography  Process  Customer

6 Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 14-6 Element 3: Chain of Command Unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom Authority: positional rights Unity of Command principle: one boss Fewer organizations find this is relevant

7 Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 14-7 Element 4: Span of Control The number of employees a manager is expected to effectively and efficiently direct Determines the number of levels and managers an organization has  Trend is toward wider spans of control  Wider span depends on knowledgeable employees  Affects speed of communication and decision making

8 Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 14-8 Element 5: Centralization and Decentralization Centralization - degree to which decision making is concentrated at a single point in the organization  Only includes formal authority: positional rights  Highly centralized when top managers make all the decisions  Decentralized when front line employees and supervisors make decisions  Trend is toward increased decentralization

9 Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall 14-9 Element 6: Formalization Degree to which jobs within the organization are standardized  Formal = minimum discretion over what is to be done, when it is done, and how  Informal = freedom to act is necessary

10 Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall Common Organizational Designs Simple structure Bureaucracy Matrix structure

11 Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall Simple Structure Low degree of departmentalization Wide spans of control Authority centralized in a single person Little formalization Difficult to maintain in anything other than small organizations

12 Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall Bureaucracy Highly routine operating tasks achieved through specialization  Formal rules and regulations  Centralized authority  Narrow spans of control  Tasks grouped by functional departments  Decision making follows the chain of command

13 Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall Matrix Structure Combines two forms of departmentalization  Functional  Product Dual chain of command Advantages:  Facilitates coordination and efficient allocation of specialists Disadvantages:  Possible confusion, fosters power struggles, stress

14 Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall Matrix Structure for a College of Business Administration

15 Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall New Design Options The Virtual Organization  A small core organization that outsources major business functions  Also known as a network or modular organization The Boundaryless Organization  Eliminates vertical and horizontal boundaries  Removes exterior barriers  Relies heavily on technology Customers Workers Suppliers

16 Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall Models of Organizational Design

17 Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall The Four Forces that Influence Structure 1.Strategy  Innovation – introduce new offerings - organic  Cost-Minimization – cost control - mechanistic  Imitation – minimal risk and maximum profit - both 2.Organization Size  Bigger becomes mechanistic 3.Technology  Routine equals mechanistic, nonroutine is organic 4.Environment  Dynamic environments lead to organic structures

18 Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall Organizational Designs and Employee Behavior Cannot generalize any link between structure and performance Too much individual variance Consider employee preferences for:  Work Specialization  Span of Control  Centralization

19 Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall Global Implications Culture and Organizational Structure: Insufficient research at this point Culture and Employee Structure Preferences: National culture does influence High power distance cultures accept mechanistic structure Culture and the Boundaryless Organization: Natural avenue for modern global companies

20 Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall Implications for Managers Structural relationships impact attitude and behavior Structure constrains employee behaviors

21 Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall Keep in Mind… As tasks become more complex and required skills more diverse, more use of cross-functional teams Simple structures are easy to create but difficult to grow External boundaries can be reduced through globalization, strategic alliances, customer-organizational links, and telecommuting

22 Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall Summary 1.Identified the six elements of an organization’s structure. 2.Described the common organizational designs. 3.Compared and contrasted the virtual and boundaryless organizations. 4.Demonstrated how organizational structures differed. 5.Analyzed the behavioral implications of different organizational designs. 6.Showed how globalization affects organizational structure.

23 Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.


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