7 Organizational Structure Deepak Agrawal

Presented by: Deepak Agrawal (08MTHYD023) ,[object Object]

Is it related to your behavior??? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure If Yes Then obviously Organization structure also lead to individual(employee) behavior….

FLOW of Presentation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure

Defining Organizational Structure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure

Organizational Structure (1) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure Productivity Work Specialization Low High High Impact from economies of specialization Impact from human diseconomies

Organizational Structure (2) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure ,[object Object]

2.1- Functional Departmentalization ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure

2.2- Product Departmentalization + Allows specialization in particular products and services + Managers can become experts in their industry + Closer to customers – Duplication of functions – Limited view of organizational goals Organizational Structure

2.3- Geographical Departmentalization ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure

2.4- Process Departmentalization + More efficient flow of work activities – Can only be used with certain types of products Organizational Structure

2.5- Customer Departmentalization + Customers’ needs and problems can be met by specialists - Duplication of functions - Limited view of organizational goals Organizational Structure

Organization Structure (3) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure

Organization Structure (4) ,[object Object],[object Object],Organizational Structure

4.1- Span of Control ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure

Organization Structure (5) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure

Organization Structure (6) ,[object Object],[object Object],[object Object],[object Object],Organizational Structure

DIFFERENT ORGANIZATIONAL DESIGNS ,[object Object],Organizational Structure

Traditional Structures ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure

Traditional Structures ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure  Two-boss employee

New Design Options ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure

New Design Options ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure

ORGANIZATION DESIGN DECISIONS ,[object Object],Organizational Structure

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Design Decisions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure

Contingency Factors Organizational Structure Innovation Cost-minimization Imitation Strategy Larger Smaller Routine Non-routine Strategy Size Technology Environment Stable Simple Dynamic Complex Structural decisions are influenced by:

Organization Structure and Employee Behavior Organizational Structure Determinants Associated with Moderated by Individual Differences and cultural norms

THANK YOU FOR YOUR PATIENCE…

7 Organizational Structure Deepak Agrawal

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