This document discusses contemporary organizational designs and organizing for collaboration. It describes team structures, matrix structures, project structures, boundaryless organizations, virtual organizations, and learning organizations. It discusses how organizations organize for collaboration through internal collaboration like cross-functional teams and communities of practice, and external collaboration like open innovation and strategic partnerships. It also describes flexible work arrangements like telecommuting, compressed workweeks, and job sharing. The document discusses contingent workforces and challenges organizations face with managing global structures and keeping employees connected in today's environment.

1. Group : 6

2. Adaptive Organizational
Design
Chapter 11

3. 1: contemporary organizational
designs.
2: organizations organize for
collaboration.
3: flexible work arrangements
used by organizations.
4: Organizing issues associated
with a contingent workforce.
5: Today’s organizational design
challenges.
topics

4. PRESENTED BY
M.IMRAN
contemporary
organizational designs.

5. Team Structure:
An organizational structure in which the entire
organization is made up of work teams.
Matrix Structure :
An organizational structure
that assigns specialists from
different functional
departments to work on
one or more projects

6. Project Structure -
An organizational structure in which
employees continuously work onprojects

7. Boundaryless Organization -
An organization whose design is not defined by,
or limited to, the horizontal, vertical, or external
boundaries imposed by a predefined structure

8. Virtual Organization –
An organization that consists of a small core of full-
time employees and outside specialists temporarily
hired as needed to work on projects.

9. Network Organization –
An organization that uses its own employees to do some work
activities and networks of outside suppliers to provide other
needed product components or work processes.

10. Learning Organization –
An organization that has developed the capacity
to continuously learn, adapt, and change

16. Presented
by
Organizing For
Collaboration

17. Organizations need to be more
flexible in how work gets done,
although it needs to get done
efficiently and effectively
Collaboration

18. Benefits and Drawbacks
of
Collaborative Work

19. Types of Collaboration
Internal collaboration
External collaboration

20. An organization’s collaboration
efforts can be internal – that is
among employees within the
organization.
Forms of internal collaboration
includes
Cross-functional team
Task forces
Communities of practice
Internal
Collaboration

21. Cross-functional team –
A work team composed of individuals
from various functional specialties.

22. Task force
A temporary committee or team formed to tackle
a specific short-term problem affecting several
departments

23. Communities of
practice
Groups of people who share a concern, a set of
problems, or a passion about a topic, and who
deepen their knowledge and expertise in that area
by interacting on an ongoing basis.

24. An organization‘s
collaboration efforts can
be external – with any
stakeholders.
Forms of external
collaboration include
Open innovation
Strategic
partnerships
External
Collaboration

25. Open innovation
opening up the search for new ideas
beyond the organization’s boundaries
and allowing innovations to
easily transfer inward
and outward.

26. Benefits and Drawbacks
of Open Innovation

27. Strategic
partnerships –
collaborative relationships between two or more
organizations in which they combine their
resources and capabilities for some business
purpose.

28. Flexible Work
Arrangements
Presented
by
HIRA QARAR

29. Flexible Work
Arrangements
Telecommuting –
A work arrangement in which employees
work at home and are linked to the
workplace by computer.

30. Compressed workweek –
A workweek where employees work longer
hours per day but fewer days per week
Flextime (or
flexible work
hours) –
A scheduling system in which
employees are required to work
a specific number of hours a
week but are free to vary those

31. Job sharing -
the practice of having two or more people
split a full-time job.

32. Contingent Workforce
PRESENTED
BY
BUSHRA RANA

33. Contingent Workforce
Contingent workers -
temporary, freelance, or contract
workers whose employment is
contingent upon demand for their
services.

34. ORGANIZATION DESIGN CHALLENGES
A company with a strong organizational structure
benefits from improved communication, a well-defined
hierarchy and the ability to create a unified company
message.

35. Keep employee connected
An engaged employee is a person who is fully
involved in, and enthusiastic about, his or her work.
In his book, Getting Engaged

36. 1.COMMUNICATIONS.
2.CORRUPTION.
3.CRIME, ILLICIT MARKETS, AND MONEY LAUNDERING.
4.HUMAN RIGHTS.
5.NUCLEAR, BIOLOGICAL, AND CHEMICAL WEAPONS
Managing global structure issue