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Презентация на тему Organizational Structure and Design

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2. OutlineDescribe the two fundamental requirements of organisational
3. Division of labourSubdivision of work into separate
4. Forms of work coordinationInformal communicationsharing informationhigh media-richnessimportant
5. Elements of organisational structureOrganisationalstructureelementsSpan ofcontrolCentralisationDepartment-alisationFormalisation
6. Span of controlNumber of people directly reporting
7. The decentralisation of Coca-ColaCoca-Cola decentralised its organisational
8. Forces for (de)centralisationCentralisationOrganisational crisesManagement desire for controlIncrease consistency, reduce costsDecentralisationComplexity − size, diversityDesire for empowerment
9. Mechanistic vs organic structuresMechanisticHigh formalisationNarrow span of controlHigh centralisationOrganicLow formalisationWide span of controlLow centralisation
10. Effects of departmentalisationEstablishes work teams and supervision
11. Project-based matrix structureEmployees are temporarily assigned to
12. Features of team-based structuresSelf-directed work teamsTeams organised
13. Functional organisational structureOrganises employees around skills or other resources (marketing, production)Chief ExecutiveFinanceProductionMarketing
14. Network organisational structureCore Company
15. Types of organisational technologyHighanalysabilityHigh varietyLow varietyScientificresearchAssemblylineSkilledtradesEngineeringprojectsHighanalysabilityLowanalysability
16. Divisionalised structureOrganises employees around geographic areas, products or clientsLaserjetsolutionsConsumerproductsChief ExecutiveEnterprisesystems
17. Org environment and structure 2003 McGraw-Hill Australia
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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

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

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

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,

reduce costs

Decentralisation
Complexity − size, diversity
Desire for empowerment

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

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

resources (marketing, production)

Chief Executive
Finance
Production
Marketing

Слайд 14 Network organisational structure

Core 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

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

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

- Предыдущая Мировая культура ХХ века. Экзистенциализм

Следующая - Параллелепипед. Типы параллелепипедов

Организация материальных потоков 192

Управление проектами. Жизненный цикл проекта 151

Теория менеджмента 125

Методы генерации идей новых товаров 124

Управление репутационными рисками: хочешь мира, готовься к войне! Основы репутационного менеджмента на практике 152

Основы управления знаниями 148

Технология CSRP 210

Бизнес-план создания предприятия по производству строительных деталей на севере Ростовской области 115

Оценка эффективности ажиотажного маркетинга в социальных медиа 129

Корпоративная социальная ответственность 106

Конференция менеджеров 2018 132

Суть гостиничного обслуживания в гостиничном бизнесе 130

Единое информационное пространство для автоматизации финансовой и медицинской деятельности лечебного учреждения 141

Маркетинг взаимоотношений с потребителями (МВП) 115

Формы проявления маркетинга 119

Понятие кризис. Типы, виды и фазы кризиса 159

Анализ внешнеэкономического потенциала предприятий Пензенской области (на примере ООО Корунд) 137

Business process management. concepts, languages, architectures. (Chapter 8) 114

Шаблон презентации по развитию региона 154

Искусство презентации 142

Краткий учебный курс СМК для персонала 125

Успешные истории, какие они? 139

Как успешно пройти собеседование 149

Менеджмент. Управление конфликтами, изменениями, стрессами 132

Что такое findslide.org?

Обратная связь

Презентация на тему Organizational Structure and Design

Содержание

Слайд 2 OutlineDescribe the two fundamental requirements of organisational structures.

Summarise the three main forms of coordination.Explain why companies

Слайд 3 Division of labourSubdivision of work into separate jobs

assigned to different peoplePotentially increases work efficiencyNecessary as company

Слайд 4 Forms of work coordinationInformal communicationsharing informationhigh media-richnessimportant in

teamsFormal hierarchydirect supervisioncommon in larger firms problems − costly,

Слайд 5 Elements of organisational structureOrganisationalstructureelementsSpan ofcontrolCentralisationDepartment-alisationFormalisation

Слайд 6 Span of controlNumber of people directly reporting to

the next levelAssumes coordination through direct supervisionWider span of

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

by cutting half of the staff at its Atlanta

Слайд 8 Forces for (de)centralisationCentralisationOrganisational crisesManagement desire for controlIncrease consistency,

reduce costsDecentralisationComplexity − size, diversityDesire for empowerment

Слайд 9 Mechanistic vs organic structuresMechanisticHigh formalisationNarrow span of controlHigh

centralisationOrganicLow formalisationWide span of controlLow centralisation

Слайд 10 Effects of departmentalisationEstablishes work teams and supervision structureCreates

common resources, measures of performance, etcEncourages informal communication among

Слайд 11 Project-based matrix structureEmployees are temporarily assigned to a

specific project team and have a permanent functional unitProject CManagerProject

Слайд 12 Features of team-based structuresSelf-directed work teamsTeams organised around

work processesVery flat span of controlVery little formalisationUsually found

Слайд 13 Functional organisational structureOrganises employees around skills or other

resources (marketing, production)Chief ExecutiveFinanceProductionMarketing

Слайд 14 Network organisational structureCore Company

Слайд 15 Types of organisational technologyHighanalysabilityHigh varietyLow varietyScientificresearchAssemblylineSkilledtradesEngineeringprojectsHighanalysabilityLowanalysability

Слайд 16 Divisionalised structureOrganises employees around geographic areas, products or

clientsLaserjetsolutionsConsumerproductsChief ExecutiveEnterprisesystems

Слайд 17 Org environment and structure 2003 McGraw-Hill Australia Pty