ORGANIZATIONAL STRUCTURE. STRUCTURE. REFERS TO THE RELATIONSHIPS AMONG THE PARTS OF AN ORGANIZED WHOLE TYPES OF STRUCTURE 1. PHYSICAL STRUCTURE 2. SOSIAL STRUCTURE. PHYSICAL STRUCTURE.
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REFERS TO THE RELATIONSHIPS AMONG THE PARTS OF AN ORGANIZED WHOLE
TYPES OF STRUCTURE
1. PHYSICAL STRUCTURE
2. SOSIAL STRUCTURE
REFERS TO RELATIONSHIPS BETWEEN PHYSICAL ELEMENTS OF AN ORGANIZATION: BUILDINGS, MACHINES, ROOMS, GEOGRAPHICAL LOCATIONS, ETC.
EXAMPLE: LAYOUT OF ROOMS, MACHINES, BUILDINGS, ETC.
REFERS TO RELATIONSHIPS AMONG SOCIAL ELEMENTS IN ORGANIZATION: PEOPLE, UNITS, POSITIONS, ETC.
FRAMEWORK OF TASK AND AUTHORITY RELATIONSHIPS IN A COMPANY THAT COORDINATES AND MOTIVATES EMPLOYEES TO WORK TOGETHER TOWARD A COMMON GOAL.
SET OF SHARED COMPANY VALUES AND NORMS THAT SHAPE THE WAY EMPLOYEES AND GROUPS INTERACT WITH ONE ANOTHER
THE PROCESS OF CREATING AN ORGANIZATIONAL STRUCTURE AND CULTURE SO THAT A COMPANY CAN PURSUE ITS BUSINESS MODEL PROFITABLY.
IMPLEMENTING BUSINESS MODEL REQUIRES GOOD ORGANIZATIONAL DESIGN, WHICH CREATES A STRUCTURE AND CULTURE THAT MOTIVATES AND COORDINATES EMPLOYEES TO PERFORM AT A HIGH LEVEL IN GROUPS , TEAMS, DEPARTMENTS. GOOD ORGANIZATIONAL DESIGN PROVIDES ALSO THE COMPANY TO SOLVE PROBLEMS STEMMING FROM MISALIGNED GOALS, ORGANIZATIONAL CONFLICT, AND LACK OF COOPERATION.
GOOD EMPLOYEES MOTIVATION AND COORDINATION ENHANCE A COMPANY’S ABILITY TO CREATE PRODUCTS THAT CUSTOMERS WANTS TO BUY. THIS WILL INCREASE OPERATING REVENUES THAT FINALLY LEADS COMPANY TO INCREASE PROFITABILITY.
THE ABSENT OF PROBLEMS STEMMING FROM MISALIGNED GOALS ENHANCES COMPANY’S ABILITY TO OPERATE MORE EFFICIENTLY. THE IMPACT THEN OPERATING COST WILL REDUCE AND THIS LEADS TO AN INCREASE IN COMPANY PROFITABILITY.
A TYPE OF ORGANIZATIONAL DESIGN THAT DEPENDS ON THE CHANGING FORCES IN A FIRM’S COMPETITIVE ENVIRONMENT.
span of control
Total number of organization members
% of total number of employees that have administrative responsibilities
Total number of subordinates over whom a manager has author
Number of specialities performed within an organization
Existence of procedures for regularly recurring events or activities
Extent to which rules, procedures, and communications are written down
Concentration of authority to make decisions
Vertical differentiation (number of hierarchical levels) and horizontal differentiation (number of unit within the organization)
ACC. & FIN