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ORGANIZATIONAL BEHAVIOR

? 2003 Prentice Hall Inc. All rights reserved.. 15?2. AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO:. Identify the six key elements that define an organization's structure.Explain the characteristics of a bureaucracy.Describe a matrix organization.Explain the characteristics of a virtual org

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ORGANIZATIONAL BEHAVIOR

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    1. ORGANIZATIONAL BEHAVIOR

    2. © 2003 Prentice Hall Inc. All rights reserved. 15–2 AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: Identify the six key elements that define an organization’s structure. Explain the characteristics of a bureaucracy. Describe a matrix organization. Explain the characteristics of a virtual organization. Summarize why managers want to create boundaryless organizations.

    3. © 2003 Prentice Hall Inc. All rights reserved. 15–3 AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: Contrast mechanistic and organic structural models. List the factors that favor different organizational structures. Explain the behavioral implications of different organizational designs.

    4. © 2003 Prentice Hall Inc. All rights reserved. 15–4 What Is Organizational Structure?

    5. © 2003 Prentice Hall Inc. All rights reserved. 15–5 What Is Organizational Structure? (cont’d)

    6. © 2003 Prentice Hall Inc. All rights reserved. 15–6 Key Design Questions and Answers for Designing the Proper Organization Structure

    7. © 2003 Prentice Hall Inc. All rights reserved. 15–7 Economies and Diseconomies of Work Specialization

    8. © 2003 Prentice Hall Inc. All rights reserved. 15–8 What Is Organizational Structure? (cont’d)

    9. © 2003 Prentice Hall Inc. All rights reserved. 15–9 What Is Organizational Structure? (cont’d)

    10. © 2003 Prentice Hall Inc. All rights reserved. 15–10 What Is Organizational Structure? (cont’d)

    11. © 2003 Prentice Hall Inc. All rights reserved. 15–11 Contrasting Spans of Control

    12. © 2003 Prentice Hall Inc. All rights reserved. 15–12 What Is Organizational Structure? (cont’d)

    13. © 2003 Prentice Hall Inc. All rights reserved. 15–13 Common Organization Designs

    14. © 2003 Prentice Hall Inc. All rights reserved. 15–14 Common Organization Designs (cont’d)

    15. © 2003 Prentice Hall Inc. All rights reserved. 15–15 The Bureaucracy Strengths Functional economies of scale Minimum duplication of personnel and equipment Enhanced communication Centralized decision making Weaknesses Subunit conflicts with organizational goals Obsessive concern with rules and regulations Lack of employee discretion to deal with problems

    16. © 2003 Prentice Hall Inc. All rights reserved. 15–16 Common Organization Designs (cont’d)

    17. © 2003 Prentice Hall Inc. All rights reserved. 15–17 Matrix Structure (College of Business Administration)

    18. © 2003 Prentice Hall Inc. All rights reserved. 15–18 New Design Options

    19. © 2003 Prentice Hall Inc. All rights reserved. 15–19 New Design Options (cont’d)

    20. © 2003 Prentice Hall Inc. All rights reserved. 15–20 A Virtual Organization

    21. © 2003 Prentice Hall Inc. All rights reserved. 15–21 New Design Options (cont’d)

    22. © 2003 Prentice Hall Inc. All rights reserved. 15–22 Why Do Structures Differ?

    23. © 2003 Prentice Hall Inc. All rights reserved. 15–23 Why Do Structures Differ?

    24. © 2003 Prentice Hall Inc. All rights reserved. 15–24 Mechanistic Versus Organic Models

    25. © 2003 Prentice Hall Inc. All rights reserved. 15–25 Why Do Structures Differ? – Strategy

    26. © 2003 Prentice Hall Inc. All rights reserved. 15–26 The Strategy-Structure Relationship

    27. © 2003 Prentice Hall Inc. All rights reserved. 15–27 Why Do Structures Differ? – Technology

    28. © 2003 Prentice Hall Inc. All rights reserved. 15–28 Why Do Structures Differ? – Environment

    29. © 2003 Prentice Hall Inc. All rights reserved. 15–29 The Three Dimensional Model of the Environment

    30. © 2003 Prentice Hall Inc. All rights reserved. 15–30 Organizational Designs and Employee Behavior

    31. © 2003 Prentice Hall Inc. All rights reserved. 15–31 Organization Structure: Its Determinants and Outcomes

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