Documenti di Didattica
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ORGANIZATIONAL
STRUCTURE—BASIC
DESIGNS
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LEARNING OBJECTIVES
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DESIGNING ORGANIZATIONAL
STRUCTURE
Organizing – arranging and
structuring work to accomplish an
organization’s goals.
Organizational Structure – the
formal arrangement of jobs within
an organization.
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DESIGNING ORGANIZATIONAL
STRUCTURE
Organizational chart – the visual representation of
an organization’s structure.
Organizational Design – a process involving
decisions about six key elements:
• Work specialization
• Departmentalization
• Chain of command
• Span of control
• Centralization and decentralization
• Formalization
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EXHIBIT 10-1
PURPOSES OF ORGANIZING
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ORGANIZATIONAL STRUCTURE
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EXHIBIT 10-2
ECONOMIES AND DISECONOMIES OF WORK
SPECIALIZATION
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DEPARTMENTALIZATION
Departmentalization – the basis by which jobs are
grouped together.
• Functional • Process
– Grouping jobs by functions – Grouping jobs on the
performed basis of product or
• Product customer flow
– Grouping jobs by product • Customer
line – Grouping jobs by type of
• Geographical customer and needs
– Grouping jobs on the basis
of territory or geography
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EXHIBIT 10-3
THE FIVE COMMON
FORMS OF DEPARTMENTALIZATION
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EXHIBIT 10-3
THE FIVE COMMON
FORMS OF DEPARTMENTALIZATION
(CONT.)
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EXHIBIT 10-3
THE FIVE COMMON
FORMS OF DEPARTMENTALIZATION
(CONT.)
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DEPARTMENTALIZATION TRENDS
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CHAIN OF COMMAND
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AUTHORITY
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AUTHORITY (CONT.)
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EXHIBIT 10-4
CHAIN OF COMMAND AND LINE AUTHORITY
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EXHIBIT 10-5
LINE VERSUS STAFF AUTHORITY
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RESPONSIBILITY AND UNITY OF
COMMAND
Responsibility – the obligation or
expectation to perform.
Unity of command – the
management principle that each
person should report to only one
manager.
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SPAN OF CONTROL
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EXHIBIT 10-6
CONTRASTING SPANS OF CONTROL
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CENTRALIZATION AND
DECENTRALIZATION
Centralization – the degree to which decision-
making is concentrated at the upper levels of
the organization.
Decentralization – the degree to which lower-
level employees provide input or actually make
decisions.
Employee empowerment – giving employees
more authority (power) to make decisions.
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EXHIBIT 10-7
CENTRALIZATION OR DECENTRALIZATION
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FORMALIZATION
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MECHANISTIC AND ORGANIC
STRUCTURES
Mechanistic organization – an
organizational design that’s rigid and tightly
controlled.
Organic organization – an organizational
design that’s highly adaptive and flexible.
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EXHIBIT 10-8
MECHANISTIC VERSUS ORGANIC ORGANIZATIONS
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CONTINGENCY FACTORS AFFECTING
STRUCTURAL CHOICE
Strategy and Structure
– Changes in corporate strategy should lead to changes
in an organization’s structure that support the
strategy.
– Certain structural designs work best with different
organizational strategies.
• The organic structure works well for organizations
pursuing meaningful and unique innovations.
• The mechanistic organization works best for
companies wanting to tightly control costs.
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CONTINGENCY FACTORS (CONT.)
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CONTINGENCY FACTORS (CONT.)
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EXHIBIT 10-9
WOODWARD’S FINDINGS ON
TECHNOLOGY AND STRUCTURE
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CONTINGENCY FACTORS (CONT.)
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TRADITIONAL ORGANIZATIONAL
DESIGNS
Simple structure – an organizational design with
low departmentalization, wide spans of control,
centralized authority, and little formalization.
Functional structure – an organizational design
that groups together similar or related occupational
specialties.
Divisional structure – an organizational structure
made up of separate, semiautonomous units or
divisions.
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EXHIBIT 10-10
TRADITIONAL ORGANIZATIONAL DESIGNS
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REVIEW LEARNING OBJECTIVE 10.1
• Describe six key elements in organizational
design.
- The key elements in organizational design are:
• Work specialization
• Chain of command
• Span of control
• Departmentalization
• Centralization-decentralization
• Formalization
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REVIEW LEARNING OBJECTIVE 10.2
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REVIEW LEARNING OBJECTIVE 10.3
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REVIEW LEARNING OBJECTIVE 10.4
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