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Managing Organizational Structure and Culture

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Presentation on theme: "Managing Organizational Structure and Culture"— Presentation transcript:

1 Managing Organizational Structure and Culture
Chapter 10 Managing Organizational Structure and Culture

2 Organizational Structure
Organizational Architecture The organizational structure, control systems, culture, and human resource management systems that together determine how efficiently and effectively organizational resources are used MGMT 321 – Chapter 10

3 Organizational Structure
Organizing Establishing working relationships among employees to achieve goals. Organizational Structure Formal system of task and reporting relationships showing how workers use resources. Organizational Design Creating a specific type of organizational structure and culture so that a company can operate in the most efficient and effective way MGMT 321 – Chapter 10

4 Factors Affecting Organizational Structure
MGMT 321 – Chapter 10

5 The Organizational Environment
Organization structure depends on: How to group tasks into individual jobs How to group jobs into functions and divisions How to allocate authority and coordinate functions and divisions MGMT 321 – Chapter 10

6 Job Design Job Design Job Enlargement Job Enrichment
Deciding how to divide tasks into specific jobs Job Enlargement Increasing the number of different tasks in a given job by changing the division of labor Job Enrichment Increasing the degree of a worker’s responsibility MGMT 321 – Chapter 10

7 The Job Characteristics Model
MGMT 321 – Chapter 10

8 Job Characteristics Model
MGMT 321 – Chapter 10

9 Grouping Jobs into Functions
Group of people who possess similar skills to perform their jobs Functional Structure An organizational structure composed of all the departments that an organization requires to produce its goods or services MGMT 321 – Chapter 10

10 Divisional Structures
Managers create a series of business units to produce a specific kind of product for a specific kind of customer Types of Divisional Structures Product Market Geographic MGMT 321 – Chapter 10

11 Types of Divisional Structures
MGMT 321 – Chapter 10

12 Matrix Structure MGMT 321 – Chapter 10

13 Product Team Structure
MGMT 321 – Chapter 10

14 Federated’s Hybrid Structure
MGMT 321 – Chapter 10

15 Allocating Authority Hierarchy of Authority Line Manager Staff Manager
An organization’s chain of command Span of control Line Manager Staff Manager MGMT 321 – Chapter 10

16 Tall Organizations MGMT 321 – Chapter 10

17 Flat Organizations MGMT 321 – Chapter 10

18 Decentralization of Authority
Decentralizing authority Disadvantages Teams may begin to pursue their own goals at the expense of organizational goals Can result in a lack of communication among divisions MGMT 321 – Chapter 10

19 Integrating Mechanisms
MGMT 321 – Chapter 10

20 Organizational Culture
MGMT 321 – Chapter 10

21 Adaptive and Inert Cultures
Adaptive cultures Values and norms help an organization grow and change as needed to be effective Inert cultures Values and norms that fail to motivate or inspire employees Lead to stagnation and often failure over time MGMT 321 – Chapter 10


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