139248
Description
Mind Map by Mohammad Noufil , updated more than 1 year ago
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Created by Mohammad Noufil
about 11 years ago
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ORGANIZATIONAL STRUCTURE
- Coordinating mechanisms in Organizations
- Informal Communication
- Sharing information of
mutual tasks; forming
common mental models to
synchronize work activities
- Direct communication
- Liason roles
- Integrator roles
- Direct communication
- Sharing information of
mutual tasks; forming
common mental models to
synchronize work activities
- Formal hierarchy
- Assigning legitimate
power to individuals,
who then use this power
to direct work process
and allocate resources
- Corporate structure
- Direct supervision
- Corporate structure
- Assigning legitimate
power to individuals,
who then use this power
to direct work process
and allocate resources
- Standardization
- Creating routine patterns
- Standardized skills
- standardized processes
- Standardized output
- Standardized skills
- Creating routine patterns
- Informal Communication
- Span of control
- The number of people directly
reporting to the next level of hierarchy.
Tall and Flat more preferable.
- The number of people directly
reporting to the next level of hierarchy.
Tall and Flat more preferable.
- Centralization and Decentralization
- Means the degree
to which formal
decision authority
is held by a small
group of people,
typically those at
the top of the
organizational
hierarchy
- Means the degree
to which formal
decision authority
is held by a small
group of people,
typically those at
the top of the
organizational
hierarchy
- Mechanistic and Organic Structure
- Mechanistic Structure:
An organization
structure with a narrow
span of control and a
high degree of
formalization and
centralization
- Organic Structure: An
organizational structure
with a wide span of
control, little
formalization, and
decentralized decision
making
- Mechanistic structures work better in stable
environments because they rely on efficiency and
routine behaviours, whereas the organic structures
work better in rapidly changing environments
because they are more flexible and responsive to
these changes.
- Mechanistic Structure:
An organization
structure with a narrow
span of control and a
high degree of
formalization and
centralization
- Six forms of Departmentalization
- Simple structure
- They employ only a few people and typically
offer only one distinct product or service
- They employ only a few people and typically
offer only one distinct product or service
- Functional Structure
- This is type of departmentalization that
organizes employees around specific
knowledge or other resources
- Creates specialized pools of
talent, provides more
economies of scale,
increases employee identity
- Creates specialized pools of
talent, provides more
economies of scale,
increases employee identity
- This is type of departmentalization that
organizes employees around specific
knowledge or other resources
- Divisional Structure
- A type of departmentalization that
groups employees around
geographic areas, outputs
(product/services) or clients
- GS organizes employees
around distinct regions of the
country or globe
- PS organizes work
around distinct outputs
- CS is in which employees
are organized around
specific customer groups
- Building block
structure,
accommodates
growth easily and
focuses employee
attention of products
or customers
- GS organizes employees
around distinct regions of the
country or globe
- A type of departmentalization that
groups employees around
geographic areas, outputs
(product/services) or clients
- Team-based Structure
- A type that is built around self
directed teams and that complete
an entire piece of work
- More flexible and
responsive to the
environment, reduces
cost as team rely less on
formal hierarchy
- More flexible and
responsive to the
environment, reduces
cost as team rely less on
formal hierarchy
- A type that is built around self
directed teams and that complete
an entire piece of work
- Matrix Structure
- A type that overlays two
organizational forms in
order to leverage the
benefits of both
- Optimizes the use of resources and expertise
- Optimizes the use of resources and expertise
- A type that overlays two
organizational forms in
order to leverage the
benefits of both
- Network Structure
- Is an alliance of
several
organizations
for the purpose
of creating a
product or
serving a client
- flexible in re-aligning the structure with
changing environmental requirements
- flexible in re-aligning the structure with
changing environmental requirements
- Is an alliance of
several
organizations
for the purpose
of creating a
product or
serving a client
- Simple structure
- Four Characteristics of External Environment
- Dynamic vs Stable Env.
- DE - high rate of change, leading to novel
situations and lack of identifiable
patterns (OS more suited)
- SE - steady changes of supply
and demand for inputs and outputs
- DE - high rate of change, leading to novel
situations and lack of identifiable
patterns (OS more suited)
- Complex vs Simple Env
- The more CE the more decentralized the
organization with increasing complexity
- The more CE the more decentralized the
organization with increasing complexity
- Diverse vs Integrated Env
- DE - greater variety of products or
services, clients and regions
- IE - only one client product and geographic area
- DE - greater variety of products or
services, clients and regions
- Hostile vs Munificent Env
- HE - Face resource scarcity and more competition in the marketplace
- HE - Face resource scarcity and more competition in the marketplace
- Dynamic vs Stable Env.
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