Organizational structure brings order to accomplishing tasks. Individuals must conform to policies and regulations while maintaining harmony. Management enforces standards through discipline. The document then describes classical organization structures which involve dividing work into levels, functions, and jobs. Managers serve as linking pins between levels. Authority is contingent on employee acceptance. Managers are ultimately responsible even when delegating tasks. Specialization allows proficiency in specific jobs. The span of management depends on manager and employee skills and the work complexity. Tall structures result from small spans while large spans create flat structures. Bureaucracy provides stability through specialization, rules, and focus on objectives.

2. Organizational structure is designed to bring about
order in the accomplishment of the various tasks.
Individuals in the organization must work in
harmony and unity. This calls for conformity on
their part with organization policies, rules and
regulations, and with those of informal work
groups not in conflict with their organizations, as
well as with the external community, in general.

3. - Discipline has to be maintained by
management to enforce organization standards.
- Develops and informal organization that
emphasizes on relationship
- Factors have to be considered in evaluating the
role of groups in the organization, like aspect
of life, a behavior change in organization.

4. Classical Organization Structure
- deals with the essential elements of an
institution – Power, responsibility, division of
labor, specialization and interdependence of
parts.
Process of construction= departments,
division, whole institution
Process of analysis = division, department,
jobs

5. Division of work
- dividing it into levels and functions and then
assigning people and resources to the jobs.
Scalar Process – provides the scale or grading of
duties according to levels of authority and
responsibility. Head of the department,
supervisors, employees.
Functionalization – simultaneous with the
division into levels, the work must be divided into
different kinds of duties.

6. Linking Pins
They can operate as an integrated team
working toward common goals. Each manager
serve as a linking pin.

7. Acceptance Theory of Authority
To use that authority is contingent on the
willingness of employees t accept.

8. Operating and Ultimate responsibility
Managers who delegate responsibility to others
are in no way relieved or released from the
original responsibility.
Operating Responsibility = Subordinates
Ultimate Responsibility = Managers

9. Specialization
In the course of time workers who perform
specialized jobs attain proficiency, greater
skills, and better knowledge of the job.
Specialization permits people to develop
unique skills an knowledge.

10. The Span of Management
1) Capacity and Skills of the manager
2) Complexity of the work supervised
3) Capacity and Skills of the employees
4) Stability of operations
5) Contacts with other chains of command
6) Contacts outside the organization
7) Geographic distance f the subordinates

11. Tall and Flat organization
Small span organization results n Tall structure
Large span organization causes a Flat structure
Tall Structure – The manager works with
fewer employees
Flat Structure – The manager have s many
people to deal with.

12. Bureaucracy
- High Specialization
- Rigid Hierarchy of Authority
- Elaborate rules and controls impersonality
- Provide stability and unified focus on objectives

13. Interpretation of Classical Organization
Theory
Provides much task support, such as
specialized assistance, appropriate resources t
perform the job, security and fairly dependable
conditions of work.