Organizational What does it Advantages Disadvantages

structure consist of?

It is characterized  Greater ease in  It is rigid and inflexible.
because the decisional making decisions  The organization depends
activity is concentrated and executing on key men, which causes
in a single person, who them. disruption.
makes all the decisions  There are no  It does not encourage
and has the basic conflicts of specialization.
Linear responsibility of authority and no  Executives are saturated
command, the superior liability escapes. with work, which causes
boss assigns and  It is clear and them not to dedicate
distributes the work to simple. themselves to their
the subordinates, who in  Useful in small managerial tasks, but
turn will report to a businesses. simply to operations.
single boss.  Discipline is easy
to maintain

It consists of dividing
work and establishing
specialization so that
Functional each man, from the
manager to the worker,
performs the smallest
possible number of
functions.

 Greater
specialization.
 The highest
efficiency of the  Difficulty in locating and
person is establishing responsibility,
obtained. which seriously affects the
 The division of discipline and morale of
labor is planned workers due to apparent
and not incidental. or real contradiction of
 Manual work is orders.
separated from  The principle of unity of
intellectual work. command is violated,
 Reduces pressure causing confusion and
on a single boss conflict.
due to the number  The unclear definition of
of specialists the authority gives rise to
organization has friction between bosses.
   If the duties and
Ensure that expert responsibilities of
This type of knowledge consulting are not clearly
organization does not influences the way delineated through charts
enjoy line authority or management and manuals, it can cause
the power to impose problems are considerable confusion in
decisions, it arises as a solved. any organization.
staff consequence of large  It makes possible  It may be ineffective due
companies and the the principle of to lack of authority to
advancement of responsibility and perform its functions or
technology, it provides indivisible lack of intelligent support
expert information and authority, and at in the application of its
advice . the same time recommendations.
allows for staff  There may be friction with
specialization. the departments of the
linear organization.


 Coordinates the
satisfaction of  There is confusion about
It consists of combining activities, both to who reports to whom,
departmentalization by improve the which can lead to a flight
products with that of product and to of responsibilities and a
Matrix functions. It is satisfy the lack of delimitation of
distinguished from other schedule and authority.
types of organization budget required by  It gives rise to a power
because the principle of the department struggle, both from the
unity of command or manager. functional manager and
two bosses is  Promotes the product manager.
abandoned. interdepartmental  It works through many
communication meetings, which wastes
about functions time.
and products.  Staff may feel that their
 It allows people to experience and ability are
switch from one not directly appreciated by
task to another their immediate manager.
when necessary.  There may be resistance
 It promotes an to change on the part of
exchange of
experience staff .
between
specialists to
achieve better
technical quality .

It consists of assigning  The solutions are  Decisions are slow, since

 various administrative more objective, deliberations are late.
matters to a body of since they  Once the committee is
people who meet to represent the established, it is difficult to
discuss them and make conjunction of dissolve it.
a decision together. several criteria.  Sometimes managers
 Responsibility is absolve themselves of
Classification: shared among all their responsibility and use
those who make the committee to take
a. Executive; up the committee, responsibility for their own
Represents the not falling on a actions.
By committees single person.
shareholders of
a company.  Allows ideas to be
b. Executive; He is substantiated and
appointed by criticized.
the steering  Make the most of
committee to specialized
execute the knowledge
agreements
they make.
c. Surveillance;
Trusted
personnel who
are responsible
for inspecting
the work of the
company's
employees.
d. Advisory; Made
up of specialists
who, based on
their
knowledge,
issue opinions
on matters that
are consulted
on them.