B. 2.3 Organizational Structures

Re-engineering

Fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance, such as costs, quality, service, and speed

Duty Allocation

The company creates a team or group of departments, with each having a specific role

Job Crafting

Informal changes that an employee makes in their job

Organizational Citizenship Behaviors

Voluntary, discretionary behaviors performed by employees that are not formally recognized or rewarded by the organization’s formal reward system

Hackman and Oldham's Job Characteristics Model

Model that emphasizes the role of certain aspects or characteristics of jobs in influencing work motivation

Skill variety

Task Identity

Task Significance

Autonomy

Feedback

5 Core Job Dimensions of the JCM

Departmentalization

The process of grouping jobs so that common tasks can be coordinated

Delegation

The assignment of authority to another person (normally from a manager to a subordinate) to carry out specific activities

Span of Control

Refers to the number of subordinates a manager can effectively and efficiently supervise

Chain of Command

The unbroken line of authority that extends from the top of the organization to the lowest echelon, clarifying who reports to whom

Facilitates Strategy Execution

Enhances Communication and Collaboration

Improves Decision-Making Speed and Quality

Boosts Employee Engagement and Motivation

Optimizes Adaptability and Flexibility

Ensures Accountability

Importance of Aligning the Org. Structure with Business Strategy

People (Human Capital), Processes, Products/Services (Offerings), & Customers (Market)

4 Business Elements