Professional Documents
Culture Documents
A plan for arranging and coordinating the activities of an organization for the purpose of fulfilling its mission and achieving its goals.
Organizational Structure
Defines the primary reporting relationships that exist within an organization. The chain of command and hierarchy of responsibility, authority, and accountability are established through organizational structure.
Functional Structure
Members of the organization are grouped according to the particular function that they perform within the organization. Appropriate when an organizations greatest source of complexity comes from the diverse tasks that must be performed rather than from its products, geographic markets, or consumer groups.
Advantages
Product divisional Most appropriate for organizations with relatively diverse product lines that require specialized efforts to achieve high product quality. Geographic divisional Most appropriate for organizations with limited product lines that either have wide geographic coverage or desire to grow through geographic expansion. Customer divisional Most appropriate for organizations that have separate customer groups with very specific and distinct needs.
Engineering
Production
Marketing
Departmentation by customers
MD
Corporate banking
Institutional banking
Agricultural banking
Banks
Matrix Structure
A structure in which the tasks of the organization are grouped along two organizational dimensions simultaneously. Examples include:
Product/function
Product/geographic region
Project Manager A
Engineering Staff
Production Staff
Purchasing Agent
Administration Coordinator
Project Manager B
Engineering Staff
Production Staff
Purchasing Agent
Administration Coordinator
Project Manager A
Engineering Staff
Production Staff
Purchasing Agent
Administration Coordinator
Advantages
Managers focus on two organizational dimensions, resulting in more specific job skills
Some firms encounter difficulty in evaluating and controlling the operations of their divisions as the diversity, size, and number of these units continue to increase. Under these conditions, a firm may add another layer of management to improve strategy implementation, to promote synergy, and to gain greater control over the firms diverse business interest. This can be accomplished by creating groups that combine various divisions (or parts of some divisions) in terms of common strategic elements.
These groups, commonly called strategic business units (SBUs), usually are based on the independent product-market segments served by the firm.
The SBU structures main value appears to be that it provides a way for the largest companies to regain focus in different parts of their business that were central to earlier success yet which became lost or dysfunctional in the complexity and size brought on by the companys success.
Organizational structure
Integrating mechanisms
Locus of decision making
Pooled Interdependence
Occurs when organizational units have a common resource but no interrelationship with one another.
A F Headquarters E C B
Sequential Interdependence
Occurs when organizational units must coordinate the flow of information, resources, and tasks from one unit to another.
A B C
Reciprocal Interdependence
Occurs when A information, resources, and tasks must be C passed back and forth between work groups.
E
Integrating Mechanisms
Methods for managing the flow of information, resources, and tasks within the organization. Three major categories of integrating mechanisms are:
General management systems. Methods of increasing coordination potential. Methods of reducing the need for coordination.
Some coordination of work units may be achieved through the development of general management systems such as:
Two popular mechanisms for increasing coordination potential both vertically and horizontally in the organization are information systems and lateral relationships.
Information systems facilitate the flow of information up and down the traditional chain of command and across organizational units. Lateral relationships exist across work units and serve as mechanisms for exchanging decision-making information.
Organizational structure
Integrating mechanisms
Locus of decision making
Locus of decision making refers to the degree to which decision making is centralized versus decentralized.
Advantage
Gives top-level management maximum control. Limits the organizations ability to respond quickly and effectively to changes in the environment.
Disadvantage
Advantage
Organizations can respond to environmental change more rapidly and effectively because the decision makers are the people closest to the situation.
Disadvantage
Mechanistic Systems Highly centralized organizations in which decision-making authority rests with top-level management. Organic Systems Decentralized organizations that push decision making to the lowest levels of the organization in an effort to respond more effectively to environmental change.
What do you think would be the major form of departmentation in the following organisations? Why?
An international company operating in twentyfive countries with a limited product line An engineering-design organisation that designs large projects, such as oil fields or airports. A medium-sized manufacturing company with a single major product. A large consumer products organisation selling throughout the India.