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The organizational system @ bec doms bagalkot mba

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Babasab Patil
Babasab Patil

The document discusses different organizational structures and their characteristics. It describes classical and modern views of structure, including factors like complexity, formalization, centralization, departmentalization, and Mintzberg's configurations. Structures differ based on an organization's strategy, size, technology, and environment. Mechanistic structures have high differentiation and centralization, while organic structures are more flexible and decentralized.

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The Organizational System
What is Structure? ,[object Object],[object Object],[object Object],[object Object]
Classical View of Structure ,[object Object],[object Object],[object Object],[object Object]
Classical View of Structure…… ,[object Object],[object Object],[object Object],[object Object]
Departmentation by Function Plant Manager Manger Engineering Manager Accounts Manger Manufacturing Manger Personal Manager Purchase
Departmentalization by Product President VP (Fuels) VP (Lubricants & Waxes) VP (chemicals) Marketing Planning Supply & distribution Manufacturing
Departmentalization by Customer Manager Loans FEX SA TDR
Departmentalization by Geography VP (Sales) Sales Manager Western Region Sales Manager Southern Region Sales Manager Northern Region Sales Manager Eastern Region
Departmentalization by Process Plant Manager Cast Department Manager Press Department Manager Tube Department Manager Finishing Department Manager Inspection, packing & Shipping Dept Manager
The coming of the New Organization ,[object Object],[object Object],[object Object],[object Object]
The Mechanistic Structure
The Mechanistic Structure…… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Organic Structure
The Organic Structure….. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Why do Structures Differ? ,[object Object],Strategy Structural Option Innovation Organic: loose structures; low division of labour, low formalization, decentralized. Cost minimization Mechanistic: tight control; extensive division of labour, high formalization, high centralization. Initiation Mechanistic and Organic: mix of loose and tight properties; tight controls for current activities, loose controls for newer undertakings.
Why do Structures Differ?..... ,[object Object],[object Object],[object Object],[object Object],[object Object]
Why do Structures Differ?.... ,[object Object],Unit Production Mass Production Process Production Structural characteristics Low vertical differentiation Low horizontal differentiation Low formalization Moderate vertical differentiation High horizontal differentiation High formalization High vertical differentiation Low horizontal differentiation Low formalization Most effective structure Organic Mechanistic Organic
Technology… Non routine Routine Craft Engineering 1 2 3 4 Well-defined Ill-defined Task variability Few Exceptions Many Exceptions Problem Analyzability
Technology… A B C D Input Output A. Long-linked Technology Client A Client B Transformational Process B. Mediating Technology Resources A B C D Transformational Process Feedback Output C. Intensive Technology
Why do Structures Differ?..... Environment Abundant Scarce Complex simple Stable Dynamic Three Dimensional Model of the Environment
Why do Structures Differ?... ,[object Object],[object Object]
Mintzberg`s five design configurations ,[object Object],[object Object],[object Object],[object Object],[object Object]
Basic Elements
Basic Subunits SubunitExample positions from a manufacturing firm. ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Simple Structure ,[object Object],[object Object],[object Object]
The Machine Bureaucracy ,[object Object],[object Object]
The Professional Bureaucracy ,[object Object],[object Object]
The Divisional Structure ,[object Object]
The Adhocracy ,[object Object]
The Matrix Structure Academic departments Programs Matrix Structure for a College of Business Administration Under graduate Master’s Ph.D. Research Executive programs Community service programs Accounting Administrative Studies Economics Finance Marketing

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The organizational system @ bec doms bagalkot mba

  • 2.
  • 3.
  • 4.
  • 5. Departmentation by Function Plant Manager Manger Engineering Manager Accounts Manger Manufacturing Manger Personal Manager Purchase
  • 6. Departmentalization by Product President VP (Fuels) VP (Lubricants & Waxes) VP (chemicals) Marketing Planning Supply & distribution Manufacturing
  • 7. Departmentalization by Customer Manager Loans FEX SA TDR
  • 8. Departmentalization by Geography VP (Sales) Sales Manager Western Region Sales Manager Southern Region Sales Manager Northern Region Sales Manager Eastern Region
  • 9. Departmentalization by Process Plant Manager Cast Department Manager Press Department Manager Tube Department Manager Finishing Department Manager Inspection, packing & Shipping Dept Manager
  • 10.
  • 12.
  • 14.
  • 15.
  • 16.
  • 17.
  • 18. Technology… Non routine Routine Craft Engineering 1 2 3 4 Well-defined Ill-defined Task variability Few Exceptions Many Exceptions Problem Analyzability
  • 19. Technology… A B C D Input Output A. Long-linked Technology Client A Client B Transformational Process B. Mediating Technology Resources A B C D Transformational Process Feedback Output C. Intensive Technology
  • 20. Why do Structures Differ?..... Environment Abundant Scarce Complex simple Stable Dynamic Three Dimensional Model of the Environment
  • 21.
  • 22.
  • 24.
  • 25.
  • 26.
  • 27.
  • 28.
  • 29.
  • 30. The Matrix Structure Academic departments Programs Matrix Structure for a College of Business Administration Under graduate Master’s Ph.D. Research Executive programs Community service programs Accounting Administrative Studies Economics Finance Marketing