Types Of Organizational Structures And Org Charts PowerPoint Presentation Slides

Types Of
Organizational
Structures & Org Charts
Y O U R C O M PA N Y N A M E

Table of Content
2
Organizational Structure
o Types of Non-Hierarchical
Organization Structure – Flat & Matrix
o Matrix Organizational Structure
Departmentalization
o Functional Departmentalization
o Geographical Departmentalization
o Product Departmentalization
o Process Departmentalization
o Customer Departmentalization
Number of Employees
o Revenue Per Employee
o Operating Expense as
Percentage of Revenue
o Employee Expenses
o Statement of Operations
Chain of Command and Line Authority
o Line vs. Staff Authority
Levels & Span of Control
Roles & Responsibilities
o Onboarding Plan for the New Hires
o Onboarding Template
o Onboarding Training Team
Team Charter
o Team Charter Template 2
Elements of Organizational Design
Organization Design – Steps to Follow

Elements of Organizational Design
3
Organizational Structure
Departmentalization
Number of Employees
Chain of Command & Line Authority
Levels & Span of Control
Roles & Responsibilities
Team Charter
1
2
3
4
5
6
7

1. Organizational Structure
4
Decide whether you want to have a hierarchy or an open organization structure
Director
Employee Employee Employee Employee Employee Employee
Manager Manager
Non-Hierarchical Organizational Structure
Few or no levels of middle management between staff and
executives. Encourages individual work creativity instead of fixed
roles. Mostly followed in small companies
Hierarchy Organizational Structure
Employees are grouped with every employee having one
clear supervisor. Encourages responsibility and consistency
Mostly followed in large companies
CEO
Marketing
Team Members
Finance
Team Members
Ops HRM
MembersTeam Members
Team Leaders Team Leaders Team Leaders Team Leaders

Types of Non-Hierarchical Organization Structure – Flat & Matrix
5
Digital Marketing
Designer
B2B
Service TeamBig Data Analysis
Market Research
C++ Programmer
Tester
HTML Editor
Offline PromotionJava Programmer
Product Development
Flat Org Chart Example
Horizontal/Flat Structure
Many levels of middle management
are eliminated. Mostly adopted by
small companies and start-ups in their
early stage.

Matrix Organizational Structure
6
In a Matrix organizational structure, the reporting relationships are set up as a grid, or matrix, rather than in the traditional hierarchy. It is a type of
organizational management in which people with similar skills are pooled for work assignments, resulting in more than one manager to report to.
Chris Patt
Project Admin
John Wilson
President
Jack Wood
Vice President HR
Jaime Correa
Vice President - Marketing
John Smith
Vice President-manufacturing
Eric Witt
Vice President - Finance
Peter Lee
Vice President - Engineering
Robin Clark
Vice President - Projects
David James
System Eng.
Jon Cluas
Electronic Eng.
Jake Son
Software Eng.
Halmen
Mechanical
Eng.
Tom Cruise
Assembly Mgr.
Michele
George
Testing Mgr.
Nick Miller
Production
Mgr.
Customer
Project A
Customer
Project B
Customer
Project C
Martin King
Project Manager
John Doe
Project Manager
Leo Great
Project Manager

2. Departmentalization
7
Decide how you want to group the jobs in your organization
Functional Departmentalization
Geographical Departmentalization
Product Departmentalization
Process Departmentalization
Customer Departmentalization
5 Common Forms of Departmentalization

A. Functional Departmentalization
8
Plant Manager
Manager,
Manufacturing
Manager,
Engineering
Manager,
Accounting
Manager,
Human Resources
Manager,
Purchasing
+ Efficiencies from putting together similar specialties & people with common skills, knowledge,& orientations
+ Coordination within functional area
+ In – depth specialization
- Poor communication across functional areas
- Limited view of organizational goals
Functional Departmentalization - Group jobs according to function

B. Geographical Departmentalization
9
Geographical Departmentalization - Groups jobs according to geographic region
+ More effective and efficient handling of specific regional issues that arise
+ Serve needs of unique geographic markets better
- Duplication of functions
- Can feel isolated from other organizational areas
Sales Director,
Western Region
Sales Director,
Eastern Region
Sales Director,
Southern Region
Sales Director,
Midwestern Region
Vice President
for Sales

C. Product Departmentalization
10
Product Departmentalization - Groups jobs by product line
Company Name
Division
XYZ
Recreational & Utility
Vehicles Sector
Rail
Products Sector
Mass
Transit Division
Rail & Diesel Products
Division
Mass
Transit Sector
Logistic
Equipment Division
Text
Here
Industrial Equipment
Division
Recreational
Products Division
+ Allows specialization in particular products and services
+ Managers can become experts in their industry
- Closer to customer

D. Process Departmentalization
11
Process Departmentalization - Groups Jobs on the Basis of Product or Customer Flow
Sawing
Department
Manager
Inspection &
Shipping Department
Manager
Finishing
Department
Manager
Lacquering &
Sanding Department
Manager
Assembling
Department
Manager
Planning & Milling
Department
Manager
Plant
Superintendent
+ More efficient flow of work activities
- Can only be used with certain types of products

E. Customer Departmentalization
12
Customer Departmentalization - Group jobs on the basis of specific and unique customers who have common needs
Manager,
Retail
Account
Manager,
Government
Accounts
Manager,
Wholesale
Accounts
Director
of Sales
+ Customers’ needs and problems can be met by specialists

3. Number of Employees
13
Decide how small or big you want the organization to be
$0.000
$50.000
$100.000
$150.000
$200.000
$250.000
$300.000
Jan-Mar 2018 Apr-Jun 2018 Jul-Sep 2018Oct-Dec 2018 Jan-Mar 2019 Apr-Jun
2019
Jul-Sep 2019 Oct-Dec 2019
RevenuePerEmployees
Revenue Per Employees
Quarterly Revenue Per Employee, 2018 -2019
Revenue Per Employee
Benchmarks to Decide the
Number
of Employees

Operating Expense as Percentage of Revenue
14
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
50.0%
Q1 2015 Q2 2015 Q3 2015 Q4 2015 Q1 2016 Q2 2016 Q3 2016 Q4 2016 Q1 2017 Q2 2017 Q3 2017 Q4 2017 Q1 2018 Q3 2018 Q3 2018 Q4 2018 Q1 2019 Q2 2019
As a Percentage of Revenue
Operating Expenses as a Percentage of Revenue

Employee Expenses
15
1.5%
4.1%
0.9%
0.8%
3.4%
33.6%
0% 5% 10% 15% 20% 25% 30% 35%
Contract Labor Costs,incl. Temporary Help
Other Fringe Benefits
Defined Contribution Plans
Defined Benefit Pension Plans
Health Insurance
Annual Payroll
Operating Expenses Breakdown
Employee Expenses
44.3%

Statement of Operations
16
2016 2017 2018
Net product sales $ 70,080 $ 79,268 $ 94,665
Net service sales 18,908 27,738 41,322
Total net sales 88,988 107,006 135,987
Operating expenses:
Cost of Sales 62,752 71,651 88,265
Fulfillment 10,766 13,410 17,619
Marketing 4,332 5,254 7,233
Technology & content 9,275 12,540 16,085
General & administrative 1,552 1,747 2,432
Other operating expense, net 133 171 167
Total operating expenses 88,810 104,773 131,801
Operating income 178 2,233 4,186
Interest income 39 50 100
Interest expense (210) (459) (484)
Other income(expense),net (118) (256) 90
Total non-operating income (expense) (289) (665) (294)
Income (loss) before income taxes (111) (1,568) 3,892
Provision for income taxes (167) (950) (1,425)
Equity-method investment activity, net of tax 37 (22) (96)
Net income (loss) $(241) $596 $2,371
Basic earnings per share $(0.52) $1.28 $5.01
Diluted earnings per share $(0.52) $1.25 $4.90
Weighted-average shares used in computation of earnings per share:
Basic 462 467 474
Diluted 462 477 484
SG&A Expenses
In $ MM
Year Ended December 31.

4. Chain of Command and Line Authority
17
Establish the chain of command so that who reports to who is clear to all
District A District B District C District D District E District F District G
Region 5Region 4Region 3Region 2Region 1
Vice President Vice President Vice President Vice President Vice President
Executive
Vice
President
President
Executive
Vice President
Chief
Executive Officer

Line vs. Staff Authority
18
Human Resources
Operations
Purchasing
Other
Other
Human Resources
Operations
Purchasing
Executive Director
Director of
Operations
Director of
Purchasing
Other Directors
Unit 1 Manager Unit 2 Manager
Assistant to the
Executive Director
Direction of
Human Resources
Line Authority
Staff Authority

5. Levels & Span of Control
19
Make the task of managing easy by specifying levels and span of control
1
4
16
64
256
1024
4096
4096
512
64
8
1
OrganizationalLevel
(Highest)
(Lowest)
1
2
3
4
5
6
7
Span of 4:
Employees: = 4,096
Managers (Level 1-6) = 1,365
Span of 8:
Employees: = 4,096
Managers (Level 1-4) = 585
Assuming Span of 4 Assuming Span of 8
Span of control refers to the number of employees who can be effectively supervised by a manager.
Contrasting Spans of Control
Member of Each Level

6. Roles & Responsibilities
20
Ensure roles and responsibilities of each position is clearly outlined
Roles
Add your text here
Add your text here
Add your text here
Add your text here
Add your text here
Responsibility
Add your text here
Add your text here
Add your text here
Add your text here
Add your text here

Onboarding Plan for the New Hires
21
› Learn the tools: Content management system
› Become comfortable with the company’s culture: Weekly lunch with the team, attend company values & history training
› Learn the company’s product: Attend 2 product demos
› Complete a small project: Learn social media platforms & begin monitoring online conversations
› Achieve a small goal: Learn & adopt company’s brand voice
By
30
DAYS
› Complete a big project: Finalize conference-planning activities
› Take on larger-term responsibilities: Learn metrics tracking tools & begin weekly analytics measurements
› Work with other teams: Collaborate with PR team to pitch conference speaking opportunities
› Get used to routine processes: Weekly meetings, metrics, & daily tasks
By
60
DAYS
› Complete a project independently: Create a monthly webinar calendar & coordinate webinar development & execution plan
› Take on bigger responsibilities: Take over case study development
› Be able to juggle all responsibilities: Manage responsibilities via the marketing calendar
By
90
DAYS
G ALS

Onboarding Template
22
Upon hiring Before start date First day(s) First week(s)
End of first
three months
End of first
six months
End of
first year
Create new
hire schedule
Add/invite to existing meetings Welcome upon arrival
Ask how first
weeks went
Assess progress Performance review Performance review
Designate peer mentor
Call to confirm start date and
time
Guide to work station
/ office
Assist with any questions Make any further introductions
Review short and
long-term goals
Review short and
long-term goals
Discuss relocation,
if applicable
Create welcome packet
Deliver prepared
welcome packet
Review training schedule
Identify and address learning
needs
Answer any questions Answer any questions
Identify HR point of contact
Inform department,
HR, and IT
Discuss break /
meal policies
Review all technology
functionality
Make any responsibility
adjustments
Schedule any pertinent
training
Discuss trial period,
if applicable
Touch base with peer resource
Introduce increasingly complex
projects
Introduce to designated peer
resource
Discuss current projects
Confirm receipt/functionality
of passkeys
Review company mission
statement
Identify and address learning
needs
MANAGER
Supervisor/Mentor
Preparation Onboarding Review/Assessment

Onboarding Template
23
End of first
three months
End of first
six months
End of
first year
Create personnel file
Confirm receipt of all
recruitment docs
Connect to complete any
paperwork
Review company policies Performance review
Confirm offer letter
receipt/acceptance
Review portal
Ask employee how first
weeks went
Confirm background check
completion
Sign offer letter, if necessary
Ask manager how first weeks
went
Communicate business
practices
Enroll in any benefits /
services
Communicate business policies
Discuss company culture and
work style
Enroll in new hire briefing,
webinar, etc.
Introduce to designated peer
resource
Confirm receipt/functionality
of passkeys
Human Resources

Onboarding Template
24
I.T. DEPARTMENT
End of first
three months
End of first
six months
End of
first year
Passkey order form
Review software, hardware,
printers, etc.
Temporary access for contract
new hire
Confirm email setup
Software acquisition Confirm phone setup
Print driver setup
Review tech acceptable use
policies
Mobile device, if applicable
Assist with online directory
setup
Hardware setup
Network setup

Onboarding Training Team
25
Training Role Team Team Member
Creating training content L&D Leon David
Managing of content in LMS L&D Mark Twix
Company operations &
culture expert
HR Addison Soans
Marketing subject expert Marketing Stephan George
Training & assessment manager Marketing Mark Davis

7. Team Charter
26
Prepare a team charter to lead the team towards delivering goals
Team Charter
Team Propose
Background
Team Leader(s)
Stakeholder Needs/Expectations
Team Members Skills Expectations
Mission & Vision Objectives
What does success look like?
Principles
Mission Statement
Team Members Roles/ Responsibilities
Name Role
Budget and Resources
Internal Checks, Balances, and Reviews
Operations
Assignments Expectations
Meetings Expectations
Communication Expectations
Decision Making Expectations
Status Updates Expectations
Signature Team member
Team Member Assessment and Evaluations
Team Member Evaluation

Team Charter Template 2
27
(Team members, on point, stakeholders,
who to inform)
Who is involved?
(Define the skills, roles, and
responsibilities of each member;
decline who will do what.)
Who will do what?
(Group rules for performance and
decision making.)
What are our expectations?
(Define the major activities and time
frames.)
What are our milestones?
(Define how the team will know that they have
been successful. Discuss individual values & goals
ensure that they align with the team’s.)
How will we measure progress?
(Define the purpose and mission of
this team)
What are our objectives?
TEAM CHARTER

28
Team Members
Who is on the team?
Each team member list 2 of their strengths and 2 of
their weaknesses to help better understand each
other.
Name Here
Strengths:
Text here
Weaknesses:
Text here
Core Values
What do you care about?
Discuss which shared values can help guide how
you approach your work & how you collaborate
with each other.
Group Norms
How will you work?
Establish a framework of ideals that you
can expect each other to abide by.
Roles
What roles are necessary?
Determine the types of roles that will keep the
team focused & drive productivity.
Metrics of Success
What does success look like to you?
Consider how success can be measures beyond
a letter grade or score.
1. Brainstorm: Use sticky notes to show your
thoughts.
› Add your text here
2. Consolidate: Choose your group top 6-8
values.
3. Revise: Turn your notes into collective
sentence
thoughts.
values.
sentence
thoughts.
values.
sentence
thoughts.
values.
sentence
Name Here
Strengths:
Text here
Weaknesses:
Text here
Name Here
Strengths:
Text here
Weaknesses:
Text here
Name Here
Strengths:
Text here
Weaknesses:
Text here
Name Here
Strengths:
Text here
Weaknesses:
Text here
Name Here
Strengths:
Text here
Weaknesses:
Text here
Name Here
Strengths:
Text here
Weaknesses:
Text here

29
WHY: Reason the team exist.
› Alignment to core business activities
› Project or department mission
› Why team come to work
MISSION
WHAT NOT: Within & outside the scope of the team.
› Scope and limits of formal authority.
› Area of influence or what it may do with permission.
› Shared responsibilities or areas in which team members are
expected to Initiate action to support others
SCOPE
HOW: Team do business, treats others.
› Grounds operational norms
› Constitute team’s belief system
› Fundamental of intrinsic motivation
› Basis for Empowerment
› Foundation of improvement
VALUES
WHO: Each member’s contribution, unique skills and strengths.
› Functional by profession, e.g.:
Architect, UX designer, Developer, Scrum Master, etc.
› Non – Functional by team character, e.g.:
Encourager, Harmoniser, Compromiser, Observer,
Gatekeeper
ROLES &
RESPONSIBILITIES
WOW: Events the team celebrate success & failures
Use shared ceremonies, parties, and fun events for
› Team Building
› Building & Strengthening Working Relationships
› Individual Relaxing
› Building Empathy
FUN EVENTS
WHAT: Are measurable team outcome/performance,
benchmarks towards constant improvement.
› What you as a group you want to achieve?
› What is your key goal that is S.M.A.R.T?
GOALS
WHICH: Weaknesses the team have
› What are your things that would hinder you?
› What skills/competences do the team lack?
› What are your overall strengths as a team?
WEAKNESS & RISKS
WHICH: Strength & skills the team have
› What are the skills in the team that help us a achieve our
goals?
› What are interpersonal / soft skills that we have?
› What are we good at, individually and as a team?
STRENGTH & SKILLS
HOW: Team interacts, makes decisions,
resolves conflict, and relays information.
› Code of conduct & safe environment
› Decision making guidelines
› Conflict resolution process
› Improvement / Change guidelines
› Internal & external Communications
› Meeting guidelines
› Team additions / terminations
› Workload distribution
NORMS

Organization Design – Steps to Follow
30
› Analysis of current
organization structure, line
and span of control,
management and workers
› Roll out survey to find positive
and negative opinions
regarding current structure
› Hold training workshops on
org design
ANALYSIS
› Create revised org structure,
span of control and reporting
structure based on analysis
› Hold more training workshops to
brainstorm areas of
improvement
› Create team charter with
mission, goals, team members
roles and expectations
BLUEPRINT
› Finalize the team charter with
mutual discussion and
collaboration
› Plan the organization
restructuring plan in
consultation with management
and HR
› Create the change
management plan with key
initiatives & deadlines
PLAN
› Use scorecard to analyze the
transformation as and when it
is implemented
› Monitor the change and hold
training programs to see the
impact of changes
IMPLEMENT

Types of Organizational Structure & Org Charts Icons Slide
31

Agenda
33
Agenda
Agenda
Agenda
Agenda
01
02
03
04
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Company Introduction
34
Target Audience
Preferred Many
We are Creative
Value Clients
01
02
03
04

Our Mission Vision Values
35
Goal
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your audience's attention.
Mission
Vision

Our Goals
36
Text Here
Text Here
Text Here
01
02
03

Organization Chart
37
Text
Here
Text HereText HereText Here
Text Here Text HereText Here
Text Here Text Here Text Here
Text Here

Comparison
38
vs
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Male
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your needs and capture your
Female
30%
10%

Bar Chart
39
80%
50% 50%
60%
50%
20%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2015 2016 2017 2018 2019 2020
InPercentage
Financial Year

Pie Chart
40
Product
02
65%
Product
03
75%
Product
01
55%
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and changes automatically based
on data. Just left click on it and
select “Edit Data”.

Dashboard
41
50
100
0
20%
50
100
0
50%
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Linear Diagram
42
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Circular Diagram
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01
02
03
04
05
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Timeline
44
2016 2018 2019 20202017
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Roadmap
45
Text Here
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Thank You
46
0123456789
Contact Number
emailaddress123@gmail.com
Email Address
Address
# street number, city, state

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