PART FOUR | |||
CHAPTER | TEN | ||
Organizational Structure and Design | 10 | ||
Lecture Outline | |||
Introduction Defining Organizational Structure Work Specialization Departmentalization Chain of Command Span of Control Centralization and Decentralization Formalization Organizational Design Decisions Mechanistic and Organic Organizations Contingency Factors Strategy and Structure Size and Structure Technology and Structure Environmental Uncertainty and Structure Common Organizational Designs Traditional Organizational Designs Simple Structure Functional Structure Divisional Structure Contemporary Organizational Designs Team Structures Matrix and Project Structures The Boundaryless Organization Today's Organizational Design Challenges Keeping Employees Connected Building a Learning Organization Managing Global Structural Issues | How can we design an organizational structure that will help us accomplish our company's goals? Should our structure be tall or flat? Traditional or contemporary? Will our chosen design enhance our capacity to continuously learn, adapt, and change in a dynamic global environment? As tomorrow's managers, many of your students will soon face these questions. In Chapter Ten, students learn about various elements of organizational structure, the contingency factors that influence organizational design, and traditional and contemporary design. In addition, they will study design challenges encountered by managers who work in a variety of organizational structures. "A Manager's Dilemma" tells of Penny Baker's predicament as CEO and founder of National BankCard Systems. In the early years of his company, Penny was successful in using a management style and structure that encouraged friendliness between his employees and management, including frequent socializing outside of the workplace. As BankCard Systems prospered and the number of employees increased, some workers became too complacent in the less-than-formal atmosphere at work. Penny had to fire two employees and realized that changes must be made in his management style. Students are asked to put themselves in Penny's shoes. How should this CEO restructure his company to promote an atmosphere in which employees have fun but... |
organization structure
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