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Презентация на тему Organizational Structure and Design

Содержание

OutlineDescribe the two fundamental requirements of organisational structures. Summarise the three main forms of coordination.Explain why companies can have a wider span of control than previously believed. Discuss the advantages and disadvantages of centralisation and formalisation.Contrast
Organizational Structure and DesignManagement OutlineDescribe the two fundamental requirements of organisational structures. Summarise the three main Division of labourSubdivision of work into separate jobs assigned to different peoplePotentially Forms of work coordinationInformal communicationsharing informationhigh media-richnessimportant in teamsFormal hierarchydirect supervisioncommon in Elements of organisational structureOrganisationalstructureelementsSpan ofcontrolCentralisationDepartment-alisationFormalisation Span of controlNumber of people directly reporting to the next levelAssumes coordination The decentralisation of Coca-ColaCoca-Cola decentralised its organisational structure by cutting half of Forces for (de)centralisationCentralisationOrganisational crisesManagement desire for controlIncrease consistency, reduce costsDecentralisationComplexity − size, diversityDesire for empowerment Mechanistic vs organic structuresMechanisticHigh formalisationNarrow span of controlHigh centralisationOrganicLow formalisationWide span of controlLow centralisation Effects of departmentalisationEstablishes work teams and supervision structureCreates common resources, measures of Project-based matrix structureEmployees are temporarily assigned to a specific project team and Features of team-based structuresSelf-directed work teamsTeams organised around work processesVery flat span Functional organisational structureOrganises employees around skills or other resources (marketing, production)Chief ExecutiveFinanceProductionMarketing Network organisational structureCore Company Types of organisational technologyHighanalysabilityHigh varietyLow varietyScientificresearchAssemblylineSkilledtradesEngineeringprojectsHighanalysabilityLowanalysability Divisionalised structureOrganises employees around geographic areas, products or clientsLaserjetsolutionsConsumerproductsChief ExecutiveEnterprisesystems Org environment and structure 2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Org environment and structure (cont) 2003 McGraw-Hill Australia Pty Ltd PPTs t/a
Слайды презентации

Слайд 2 Outline
Describe the two fundamental requirements of organisational structures.

OutlineDescribe the two fundamental requirements of organisational structures. Summarise the three


Summarise the three main forms of coordination.
Explain why companies

can have a wider span of control than previously believed.
Discuss the advantages and disadvantages of centralisation and formalisation.
Contrast functional structures and divisional structures.
Outline the features and advantages of the matrix structure.
Describe four features of team-based organisational structures.
Describe the network structure.
Summarise the contingencies of organisational design.
Explain how organisational strategy relates to organisational structure.

Слайд 3 Division of labour
Subdivision of work into separate jobs

Division of labourSubdivision of work into separate jobs assigned to different

assigned to different people
Potentially increases work efficiency
Necessary as company

grows and work becomes more complex

Слайд 4 Forms of work coordination
Informal communication
sharing information
high media-richness
important in

Forms of work coordinationInformal communicationsharing informationhigh media-richnessimportant in teamsFormal hierarchydirect supervisioncommon

teams
Formal hierarchy
direct supervision
common in larger firms
problems − costly,

slow, less popular with young staff
Standardisation
formal instructions
clear goals/outputs
training/skills

Слайд 5 Elements of organisational structure
Organisational
structure
elements
Span of
control
Centralisation
Department-
alisation
Formalisation

Elements of organisational structureOrganisationalstructureelementsSpan ofcontrolCentralisationDepartment-alisationFormalisation

Слайд 6 Span of control
Number of people directly reporting to

Span of controlNumber of people directly reporting to the next levelAssumes

the next level
Assumes coordination through direct supervision
Wider span of

control possible when
used with other coordinating methods
subordinates’ tasks are similar
tasks are routine
Flatter structures require wider span (if same number of people in the firm)

Слайд 7 The decentralisation of Coca-Cola
Coca-Cola decentralised its organisational structure

The decentralisation of Coca-ColaCoca-Cola decentralised its organisational structure by cutting half

by cutting half of the staff at its Atlanta

headquarters and moving the regional chieftains closer to their local markets. In India, decision making has been moved further down to different areas of that diverse country.

Слайд 8 Forces for (de)centralisation
Centralisation
Organisational crises
Management desire for control
Increase consistency,

Forces for (de)centralisationCentralisationOrganisational crisesManagement desire for controlIncrease consistency, reduce costsDecentralisationComplexity − size, diversityDesire for empowerment

reduce costs

Decentralisation
Complexity − size, diversity
Desire for empowerment

Слайд 9 Mechanistic vs organic structures
Mechanistic
High formalisation
Narrow span of control
High

Mechanistic vs organic structuresMechanisticHigh formalisationNarrow span of controlHigh centralisationOrganicLow formalisationWide span of controlLow centralisation

centralisation

Organic
Low formalisation
Wide span of control
Low centralisation

Слайд 10 Effects of departmentalisation
Establishes work teams and supervision structure
Creates

Effects of departmentalisationEstablishes work teams and supervision structureCreates common resources, measures

common resources, measures of performance, etc
Encourages informal communication among

people and subunits

Слайд 11 Project-based matrix structure
Employees are temporarily assigned to a

Project-based matrix structureEmployees are temporarily assigned to a specific project team

specific project team and have a permanent functional unit
Project C
Manager
Project

B
Manager

Project A
Manager

Chief Executive

Слайд 12 Features of team-based structures
Self-directed work teams
Teams organised around

Features of team-based structuresSelf-directed work teamsTeams organised around work processesVery flat

work processes
Very flat span of control
Very little formalisation
Usually found

within divisionalised structure

Слайд 13 Functional organisational structure
Organises employees around skills or other

Functional organisational structureOrganises employees around skills or other resources (marketing, production)Chief ExecutiveFinanceProductionMarketing

resources (marketing, production)

Chief Executive
Finance
Production
Marketing

Слайд 14 Network organisational structure

Core Company

Network organisational structureCore Company

Слайд 15 Types of organisational technology
High
analysability


High
variety
Low
variety
Scientific
research
Assembly
line
Skilled
trades
Engineering
projects
High
analysability
Low
analysability

Types of organisational technologyHighanalysabilityHigh varietyLow varietyScientificresearchAssemblylineSkilledtradesEngineeringprojectsHighanalysabilityLowanalysability

Слайд 16 Divisionalised structure
Organises employees around geographic areas, products or

Divisionalised structureOrganises employees around geographic areas, products or clientsLaserjetsolutionsConsumerproductsChief ExecutiveEnterprisesystems

clients
Laserjet
solutions
Consumer
products
Chief Executive
Enterprise
systems

Слайд 17 Org environment and structure

 2003 McGraw-Hill Australia Pty

Org environment and structure 2003 McGraw-Hill Australia Pty Ltd PPTs t/a

Ltd PPTs t/a Organisational Behaviour on the Pacific Rim

by McShane and Travaglione
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