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Managing Organizational Structure and Culture - PowerPoint PPT Presentation


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Chapter 10. Managing Organizational Structure and Culture. Organizational Structure. Organizational Architecture

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chapter 10

Chapter 10

Managing Organizational Structure and Culture

organizational structure
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

organizational structure1
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

the organizational environment
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

job design
Job Design
  • Job Design
    • 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

the job characteristics model
The Job Characteristics Model

MGMT 321 – Chapter 10

job characteristics model
Job Characteristics Model

MGMT 321 – Chapter 10

grouping jobs into functions
Grouping Jobs into Functions
  • Function
    • 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

divisional structures
Divisional Structures
  • Divisional Structure
    • 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

types of divisional structures
Types of Divisional Structures

MGMT 321 – Chapter 10

matrix structure
Matrix Structure

MGMT 321 – Chapter 10

product team structure
Product Team Structure

MGMT 321 – Chapter 10

federated s hybrid structure
Federated’s Hybrid Structure

MGMT 321 – Chapter 10

allocating authority
Allocating Authority
  • Hierarchy of Authority
    • An organization’s chain of command
    • Span of control
  • Line Manager
  • Staff Manager

MGMT 321 – Chapter 10

tall organizations
Tall Organizations

MGMT 321 – Chapter 10

flat organizations
Flat Organizations

MGMT 321 – Chapter 10

decentralization of authority
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

integrating mechanisms
Integrating Mechanisms

MGMT 321 – Chapter 10

organizational culture
Organizational Culture

MGMT 321 – Chapter 10

adaptive and inert cultures
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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