We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byMeryl Barton
Modified about 1 year ago
5 Chapter Organizational Structure and Culture Copyright ©2011 Pearson Education
5-2 Learning Objectives Describe six key elements in organizational design Identify the contingency factors that favor the mechanistic model or the organic model Compare and contrast traditional and contemporary organizational designs Discuss the characteristics and importance of organizational culture Copyright ©2011 Pearson Education
5-3 What Is Organizing? Organizing – The function of management that creates the organization’s structure Organizational Design – When managers develop or change the organization’s structure Work Specialization – Dividing work activities into separate job tasks; also called division of labor Copyright ©2011 Pearson Education
5-4 Copyright ©2011 Pearson Education
5-5 What Is Departmentalization? Departmentalization – How jobs are grouped together Functional Departmentalization – Grouping activities by functions performed Product Departmentalization – Grouping activities by major product areas Customer Departmentalization – Grouping activities by customer Copyright ©2011 Pearson Education
5-6 Departmentalization (cont.) Geographic Departmentalization – Grouping activities on the basis of geography or territory Process Departmentalization – Grouping activities on the basis of work or customer flow Cross-functional Teams – Teams made up of individuals from various departments and that cross traditional departmental lines Copyright ©2011 Pearson Education
5-7 Copyright ©2011 Pearson Education
5-8 What Are Authority and Responsibility? Chain of Command – The line of authority extending from upper organizational levels to lower levels, which clarifies who reports to whom Authority – The rights inherent in a managerial position to give orders and expect the orders to be obeyed Responsibility – An obligation to perform assigned duties Copyright ©2011 Pearson Education
5-9 What are Different Types of Authority Relationships? 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 Chain of Command – The line of authority extending from upper organizational levels to lower levels, which clarifies who reports to whom Copyright ©2011 Pearson Education
5-10 Copyright ©2011 Pearson Education
5-11 What is Power? Authority goes with the job, but Power – refers to an individual’s capacity to influence decisions. Authority is part of the larger concept of power Copyright ©2011 Pearson Education
5-12 Copyright ©2011 Pearson Education
5-13 What Is Span of Control? Span of Control – The number of employees a manager can efficiently and effectively supervise Copyright ©2011 Pearson Education
5-14 What Is Formalization? Formalization – How standardized an organization’s jobs are and the extent to which employee behavior is guided by rules and procedures Copyright ©2011 Pearson Education
5-15 What Contingency Variables Affect Structural Choice? Mechanistic Organization – A bureaucratic organization; a structure that’s high in specialization, formalization, and centralization Organic Organization – A structure that’s low in specialization, formalization, and centralization Copyright ©2011 Pearson Education
5-16 Copyright ©2011 Pearson Education
5-17 How Does Technology Affect Structure? Unit Production – The production of items in units or small batches Mass Production – Large-batch manufacturing Process Production – Continuous flow of products being produced Copyright ©2011 Pearson Education
5-18 Copyright ©2011 Pearson Education
5-19 What is the Simple Structure? Simple Structure – An organizational design with low departmentalization, wide spans of control, authority centralized in a single person, and little formalization Copyright ©2011 Pearson Education
5-20 Copyright ©2011 Pearson Education
5-21 Traditional Organizational Designs Functional Structure – An organizational design that groups similar or related occupational specialties together Divisional Structure – An organizational structure made up of separate business units or divisions Copyright ©2011 Pearson Education
5-22 Contemporary Organizational Structures Team Structure – A structure in which the entire organization is made up of work teams Matrix Structure – A structure in which specialists from different functional departments are assigned to work on projects led by a project manager Project Structure – A structure in which employees continuously work on projects Copyright ©2011 Pearson Education
5-23 Copyright ©2011 Pearson Education
5-24 Contemporary Designs (cont.) Boundaryless Organization – An organization whose design is not defined by, or limited to, boundaries imposed by a predefined structure Virtual Organization – An organization that consists of a small core of full-time employees and outside specialists Copyright ©2011 Pearson Education
5-25 Contemporary Designs (cont.) Network Organization – An organization that uses its own employees to do some work activities and networks of outside suppliers to provide other needed product components or work processes Copyright ©2011 Pearson Education
5-26 What is Organizational Culture? Organizational Culture – The shared values, principles, traditions, and ways of doing things that influence the way organizational members act Strong Cultures – Organizational cultures in which the key values are deeply held and widely shared Copyright ©2011 Pearson Education
5-27 Copyright ©2011 Pearson Education
5 Chapter Organizational Structure and Culture Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall.
5 Chapter Organizational Structure and Culture Copyright ©2011 Pearson Education.
Organizational Structure Faisal AlSager Week 8 MGT Principles of Management and Business.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 11-1 Basic Organizational.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education 11-1 Foundations of Organizational Design.
Organizational Structure and Design Chapter 10. L earning Objectives Be able to describe predominate organizational structure Tell what factors influence.
Copyright ©2015 Pearson Education, Inc.6-1 Chapter 5 Organizational Structure and Design.
Chapter 11 Foundation of Organizational Design. Purposes of Organizing Divides work to be done into specific jobs and departments. Assigns tasks and responsibilities.
© Pearson Education Limited Chapter 6 Organizational Structure and Design.
Organizational Structure & Design Ch 10. Defining Organizational Structure Organizational Structure The formal arrangement of jobs within an organization.
8 th edition Steven P. Robbins Mary Coulter PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education,
21–1 Organizational Design A process involving decisions about six key elements: 1. Designing Jobs (Work specialization) 2. Grouping Jobs (Departmentalization)
6 Chapter Organization Design and Structure Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 6-1.
PowerPoint Presentation by Charlie Cook The University of West Alabama Copyright © 2005 Prentice Hall, Inc. All rights reserved. Chapter 5 Basic Organization.
Chapter 10 Structure and Design. organizing - the process of creating an organization’s structure organizational structure - the formal framework by which.
Chapter 10 ORGANIZATIONAL STRUCTURE AND DESIGN 10.1© 2003 Pearson Education Canada Inc.
Part 3: Organizing PowerPoint Presentation by Charlie Cook Copyright © 2004 Prentice Hall, Inc. All rights reserved. Chapter 5 Basic Organization Designs.
Part 3: Organizing PowerPoint Presentation by LiZhe Management College C.C.N.U. Chapter 5 Basic Organization Designs.
Management: Arab World Edition Robbins, Coulter, Sidani, Jamali Chapter 9: Organizational Structure and Design Lecturer: [Dr. Naser Al Khdour]
Basic Organizational Design BUS 206 Erlan Bakiev, Ph. D. Zirve University Spring 2012.
PowerPoint Presentation by Charlie Cook The University of West Alabama C H A P T E R 5 Part III: Organizing Fundamentals of Management Sixth Edition Robbins.
Chapter 10 ORGANIZATIONAL STRUCTURE AND DESIGN © Prentice Hall,
Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 6.1 Chapter 6 Organizational Designs.
The term 'organization' is used in many ways. A group of people united by a common purpose. An entity, an ongoing business unit engaged in utilizing.
CHAPTER 9 ORGANIZATIONAL STRUCTURE AND DESIGN Copyright © 2005 Prentice Hall, Inc. All rights reserved.10–1.
Management Organisations. Useful vocabulary organising organisational structure organisational chart organisational design work specialisation departmentalisation.
© Farhan Mir 2007 IMS Principles of Management BBA (Hons) 4 th Semester (Lectures 28,29,30) The Organizational Structure & Design By: Farhan Mir.
Introduction to Management LECTURE 19: Introduction to Management MGT
© J. Rudy, Organizational Behavior, FMCU, Fall 2007 Managing Organizations ORGANIZATIONAL DESIGN FOR STRATEGIC COMPETENCY (OD = THE CONSTRUCTION OR CHANGING.
Introduction to Management LECTURE 20: Introduction to Management MGT
Chapter 9, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 9-29 Common.
Management: Arab World Edition Robbins, Coulter, Sidani, Jamali Chapter 9: Organizational Structure and Design Lecturer: [Insert your name here]
TASNUVA CHAUDHURY (TCY) CHAPTER 15: FOUNDATIONS OF ORGANIZATIONAL STRUCTURE MGT 321: Organizational Behavior.
© 2005 Prentice-Hall 13-1 Foundations of Organization Structure Chapter 13 Essentials of Organizational Behavior, 8/e Stephen P. Robbins.
Supervision CHAPTER 4 ORGANIZING AN EFFECTIVE DEPARTMENT Saigon Institute of Technology.
Copyright ©2012 Pearson Education Chapter 14 Structure and Organizational Behavior 14-1 Essentials of Organizational Behavior, 11/e Global Edition Stephen.
Copyright ©2012 Pearson Education Chapter 14 Structure and Organizational Behavior 14-1 Essentials of Organizational Behavior, 11/e Stephen P. Robbins.
ORGANIZATIONA L STRUCTURE AND DESIGN Dony Eko Prasetyo, S.IP.
© 2017 SlidePlayer.com Inc. All rights reserved.