Organizational Behavior and Management Sixth Edition lvanceyich Matteson
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved
CHAPT 15。 anizational Structur and Design .IDENTIFY the choices which must be made in designing an organization DEFINE what is meant by the term division oflabor o disCuSS the role of delegation of authority in design decisions DESCRIBE Several forms of departmentalization TER EXPLAIN the importance of span of control dEFIne three important dimensions of structure COMPARE mechanistic and organic organizational design IDENTIFY the major advantages of matrix organizational design DISCUSS multinational organizational structure and design issues eXPLaiN the meaning of the term virtualorganization
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 15 C H A P T E R Organizational Structure and Design ⚫IDENTIFY the choices which must be made in designing an organization. ⚫DEFINE what is meant by the term division of labor. ⚫DISCUSS the role of delegation of authority in design decisions. ⚫DESCRIBEseveral forms of departmentalization. ⚫EXPLAIN the importance of span of control. ⚫DEFINE three important dimensions of structure. ⚫COMPARE mechanistic and organic organizational design. ⚫IDENTIFY the major advantages of matrix organizational design. ⚫DISCUSS multinational organizational structure and design issues. ⚫EXPLAIN the meaning of the term virtual organization
15-3 Organizational Structure and Design Manager Subordinate Subordinate Subordinate Organizational Design Purposeful and goal-oriented process Decisions/actions to predetermine the way employees do their work Organizational Structure Relatively stable relationships and processes of the organization The anatomy of the organization providing a foundation within which the organization functions e Purpose is to regulate, or at least reduce, uncertainty Mcgraw-hillarwin Copyright o 2002 by The McGraw-Hill Companies, Inc. All rights reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 15-3 Organizational Structure and Design Organizational Design ⚫ Purposeful and goal-oriented process ⚫ Decisions/actions to predetermine the way employees do their work Organizational Structure ⚫ Relatively stable relationships and processes of the organization. ⚫ “The anatomy of the organization, providing a foundation within which the organization functions.” ⚫ Purpose is to regulate, or at least reduce, uncertainty. Subordinate Subordinate Subordinate Manager
15-4 Organizational Design Decision process Managers must decide how to divide the overall tasks of the organization into successively smaller jobs Managers must decide the basis by which to group the individual jobs Managers must decide the appropriate size of the group reporting to each supervisor Managers must distribute authority among the jobs Mcgraw-hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. All rights reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 15-4 Organizational Design Decision Process ⚫ Managers must decide how to divide the overall tasks of the organization into successively smaller jobs. ⚫ Managers must decide the basis by which to group the individual jobs. ⚫ Managers must decide the appropriate size of the group reporting to each supervisor. ⚫ Managers must distribute authority among the jobs
15-5 Organizational Design Components Components Design Decisions Division of Specialization Labor High Low Authority Delegation High Low Basis Departmentalization Homogenous Heterogeneous Span of Number Control F ew Many Mcgraw-hillarwin Copyright @2002 by The McGraw-Hill Companies, Inc. All rights reserved
McGraw-Hill/Irwin Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. 15-5 Organizational Design Components Components Specialization High Low Division of Labor Number Few Many Span of Control Basis Homogenous Heterogeneous Departmentalization Delegation High Low Authority Design Decisions