Organisational design chapter 11

Organising

Organizing: management function that involves arranging
and structuring work to accomplish the organization’s goals

Organisational structure

the formal arrangement of jobs within an organisation

Organisational chart

A visual representation of an organisation structure.

Organisational design

creating or changing an organisations structure

Purposes of organizing

1. Divides work to be done in specific jobs and departments.

2.Assigns tasks and responsibilities associated with individual jobs.

3. Coordinates diverse

4. Clusters job into units

5. Establishes relationships among individuals, groups and departments

6. Establishes formal lines of authorithy

7. allocates and deploys organisational structures

Describe 6 key elements in organisational design

1. work specialization

2. Departmentialization

3. Chain of command

4. Span of control

5. Centralization/Decentralization

6. Formalisation

1. Work specialisation

dividing work activities into separate job tasks

2. Departmentialiazation

the basis by which jobs are grouped together

Cross functional team

A work team composed of individuals from various functional specialities

Chain of command

The line of authority extending from upper organisational levels to the lowest levels, which clarifies who reports to whom.

Authority

The line of authority extending from upper organisational levels to the lowest levels, which clarifies who reports to whom.

Line of authority

Authority that entitles a manager to direct the work of an employee

Staff authority

positions with some authority that have been created to support, assist and advise those holding line authority.eR

Responsibility

The obligation or expectation to perform any assigned duties

Unity of command

The management principle that each person should only report to one manager.

Span of control

The number of employees a manager can efficiently and effectively manage

Centralisation

The degree to which decision making is concentrated at upper levels of the organisation.

Decentralisation

The degree to which lower level employees provide input or actually make decisions.

Employee empowerment

Giving employees more power to make decisions.

Formalisation

How standardised an organisations jobs are and the extent which employee behaviour is guided by rules and procedures.

Mechanistic organisation

An organisation design that’s rigid and tightly controlled

Organic organization

An organisation design that is highly adaptive sand flexible.

Strategy and structure

Aan organization’s structure should facilitate goal achievement.
Because goals are an important part of the organization’s
strategies, it’s only logical that strategy and structure are
closely linked.

Size and structure

There’s considerable evidence that an organisations size affects its structure, but once an organisation grows past a certain size, size has less influence on structure.

Environmental uncertainty and structure

In stable and simple environments, mechanistic designs can
be more effective.
The greater the uncertainty, the more an organization needs
the flexibility of an organic design.

Simple structure

An organizational design with little departmentialization, wide spans of control, centralized authority, and little formalisation.

Functional structure

An organisational design that groups together similar or related occupational specialities

Divisional structure

An organisational structure made up of separate,semi autonomous units or divisions

Team structure

An organisational structure that in which the entire organisation is made up of work teams

Matrix structure

An organisation structure in which employees continuously work on projects

Project structure

An organisational structure in which employees continuously work on projects.

Boundaryless organisation

An organisation whose design is not defined by or limited to the horizontal, vertical or external boundaries imposed by a predefined structure.

Virtual organisation

An organisation that consists of a small core of full time employees and outside specialists temporarily hired as nededed to work on projects.

Task force

A temporary committee or team formed to tackle a short term problem affecting several departments.

Open innovation

Opening up the search for new ideas beyond the organisations boundaries and allowing innovations to easily transfer inward and outward.

Hybrid model

A work arrangement in which employees work at home and are linked to the workplace by computer.

Compressed workweek

A workweek where employees work longer hours per day, but fewer days a week

Flexitime

A scheduling system in which employees are required to work a specific number of hours a week, but are free to vary those work hours within certain limits.

Job sharing

The practice of having 2 or more people split a full time job

Contigent workers

Temporary, freelance workers, or contract workers whose em[ployment is contingent on demand for their services