Suche senden
Hochladen
Chap10
•
3 gefällt mir
•
1,055 views
Niki Tabuty
Folgen
Business
Technologie
Melden
Teilen
Melden
Teilen
1 von 35
Jetzt herunterladen
Downloaden Sie, um offline zu lesen
Recomendados
Business Process Re-engineering
Business Process Re-engineering
Jim Warner
Chap13
Chap13
Niki Tabuty
Business process-reengineering
Business process-reengineering
sagvid
Business process reengineering module 1
Business process reengineering module 1
POOJA UDAYAN
652 topic 1 bpr concepts
652 topic 1 bpr concepts
Muhamad Hafiz
Process Change PPt
Process Change PPt
Try L. Muller, CPM, CUA
Chap01
Chap01
Niki Tabuty
Stu R C8e Ch13 12
Stu R C8e Ch13 12
D
Más contenido relacionado
Was ist angesagt?
Business Process Reengineering
Business Process Reengineering
DAVIS THOMAS
Business process reengineering
Business process reengineering
vijay1238891
Business Process Reengineering
Business Process Reengineering
DAVIS THOMAS
Managing change
Managing change
shella22
Business processing Reengineering
Business processing Reengineering
Vincent Tiso
Man power management or labour management.
Man power management or labour management.
Sumpi Tana
Chap 17 controlling
Chap 17 controlling
Arriz San Juan
Managing change
Managing change
Centre for Distance Education
Understand your Business processes
Understand your Business processes
Gaurav Kumar
Manufacturing and Plant Master Planning
Manufacturing and Plant Master Planning
Gary Rushin
chapter 12
chapter 12
RAJINDAR
Evaluating and improving business process
Evaluating and improving business process
dutconsult
Pharmaceutical industrial management
Pharmaceutical industrial management
irshad0786
Introduction to controlling
Introduction to controlling
Muhammad Arslan
Kompanets akompanets cia kyivpm_day_112019 - anna kompanets
Kompanets akompanets cia kyivpm_day_112019 - anna kompanets
Lviv Startup Club
Business Process Reengineering - The Way To Business Success
Business Process Reengineering - The Way To Business Success
Sagar Mandal
Bisuness process management
Bisuness process management
Digvijay Mahalle
Business process flows presentation
Business process flows presentation
Naveen Kumar
Lesson 3
Lesson 3
Aamir Gadit
Functions of production operation management
Functions of production operation management
Birodh Adhikari
Was ist angesagt?
(20)
Business Process Reengineering
Business Process Reengineering
Business process reengineering
Business process reengineering
Business Process Reengineering
Business Process Reengineering
Managing change
Managing change
Business processing Reengineering
Business processing Reengineering
Man power management or labour management.
Man power management or labour management.
Chap 17 controlling
Chap 17 controlling
Managing change
Managing change
Understand your Business processes
Understand your Business processes
Manufacturing and Plant Master Planning
Manufacturing and Plant Master Planning
chapter 12
chapter 12
Evaluating and improving business process
Evaluating and improving business process
Pharmaceutical industrial management
Pharmaceutical industrial management
Introduction to controlling
Introduction to controlling
Kompanets akompanets cia kyivpm_day_112019 - anna kompanets
Kompanets akompanets cia kyivpm_day_112019 - anna kompanets
Business Process Reengineering - The Way To Business Success
Business Process Reengineering - The Way To Business Success
Bisuness process management
Bisuness process management
Business process flows presentation
Business process flows presentation
Lesson 3
Lesson 3
Functions of production operation management
Functions of production operation management
Andere mochten auch
Chap17
Chap17
Niki Tabuty
Chap03
Chap03
Niki Tabuty
Chap20
Chap20
Niki Tabuty
Chap14
Chap14
Niki Tabuty
Chap07
Chap07
Niki Tabuty
Chap15
Chap15
Niki Tabuty
Chap11
Chap11
Niki Tabuty
Ethics & csr
Ethics & csr
Khenddro Low
Chap16
Chap16
Niki Tabuty
Apa itu corporation
Apa itu corporation
tonyherman87
Change and Organisation Culture
Change and Organisation Culture
Gareth Edwards
PPT Pengantar Manajemen
PPT Pengantar Manajemen
Marlinda
Trompenaars cultural dimensions
Trompenaars cultural dimensions
Prerna Sinha
Organization Culture, Change and Development
Organization Culture, Change and Development
Vasim Shaikh
Organisational change and development
Organisational change and development
Dr. Trilok Kumar Jain
The Seven Dimensions of Culture
The Seven Dimensions of Culture
THTConsulting
Planning
Planning
reinevilla
Manajemen ppt
Manajemen ppt
Abdinata Electroboy
Organisation Developement and change managemnt
Organisation Developement and change managemnt
M S Ramaiah Institute of Management
Pengantar Manajemen dan Organisasi - Stephen P Robbins
Pengantar Manajemen dan Organisasi - Stephen P Robbins
A Indra Cahyadi
Andere mochten auch
(20)
Chap17
Chap17
Chap03
Chap03
Chap20
Chap20
Chap14
Chap14
Chap07
Chap07
Chap15
Chap15
Chap11
Chap11
Ethics & csr
Ethics & csr
Chap16
Chap16
Apa itu corporation
Apa itu corporation
Change and Organisation Culture
Change and Organisation Culture
PPT Pengantar Manajemen
PPT Pengantar Manajemen
Trompenaars cultural dimensions
Trompenaars cultural dimensions
Organization Culture, Change and Development
Organization Culture, Change and Development
Organisational change and development
Organisational change and development
The Seven Dimensions of Culture
The Seven Dimensions of Culture
Planning
Planning
Manajemen ppt
Manajemen ppt
Organisation Developement and change managemnt
Organisation Developement and change managemnt
Pengantar Manajemen dan Organisasi - Stephen P Robbins
Pengantar Manajemen dan Organisasi - Stephen P Robbins
Ähnlich wie Chap10
Management ch10 (2)
Management ch10 (2)
Fida Karim 🇵🇰
Organizational Structure and Design
Organizational Structure and Design
RAKIBULISLAMPRANTO1
Management ch10
Management ch10
julianmillar
Organizational Structure and designe
Organizational Structure and designe
Aashray For Everyone
3ed technical meeting presentation
3ed technical meeting presentation
fatimah-h
Lecture no. 2 org.structure
Lecture no. 2 org.structure
Pir Qasim Shah
Organizational structure and design
Organizational structure and design
Waheed Iqbal Boss
Ch17
Ch17
min chan myae
Structure and Design.ppt
Structure and Design.ppt
JiaJunWang17
Chapter10organizationalstructureanddesignppt10 100223215434-phpapp01
Chapter10organizationalstructureanddesignppt10 100223215434-phpapp01
mmmikenike
Organizational Structure and Design
Organizational Structure and Design
Abdul Wahab Raza
Struktur Organisasi Organisasi Manajemen Industri.ppt
Struktur Organisasi Organisasi Manajemen Industri.ppt
anandadwip1
Bill Haser, Vice President & CIO at Tenneco - Managing the IT transformation
Bill Haser, Vice President & CIO at Tenneco - Managing the IT transformation
Global Business Events
IntroductiontoProjectManagement.ppt
IntroductiontoProjectManagement.ppt
Murali Sama rao
Production & operation
Production & operation
Diksha Rana
Chap19
Chap19
Niki Tabuty
Chap1 operations iipm
Chap1 operations iipm
School of Management Sciences Lucknow
1Introduction To Business Process Design2Overvie.docx
1Introduction To Business Process Design2Overvie.docx
felicidaddinwoodie
Enterprise Architecture Evolution at Verizon - May 2010
Enterprise Architecture Evolution at Verizon - May 2010
Nanda Taliyakula
Organizational structure design
Organizational structure design
Majid Chaudhry
Ähnlich wie Chap10
(20)
Management ch10 (2)
Management ch10 (2)
Organizational Structure and Design
Organizational Structure and Design
Management ch10
Management ch10
Organizational Structure and designe
Organizational Structure and designe
3ed technical meeting presentation
3ed technical meeting presentation
Lecture no. 2 org.structure
Lecture no. 2 org.structure
Organizational structure and design
Organizational structure and design
Ch17
Ch17
Structure and Design.ppt
Structure and Design.ppt
Chapter10organizationalstructureanddesignppt10 100223215434-phpapp01
Chapter10organizationalstructureanddesignppt10 100223215434-phpapp01
Organizational Structure and Design
Organizational Structure and Design
Struktur Organisasi Organisasi Manajemen Industri.ppt
Struktur Organisasi Organisasi Manajemen Industri.ppt
Bill Haser, Vice President & CIO at Tenneco - Managing the IT transformation
Bill Haser, Vice President & CIO at Tenneco - Managing the IT transformation
IntroductiontoProjectManagement.ppt
IntroductiontoProjectManagement.ppt
Production & operation
Production & operation
Chap19
Chap19
Chap1 operations iipm
Chap1 operations iipm
1Introduction To Business Process Design2Overvie.docx
1Introduction To Business Process Design2Overvie.docx
Enterprise Architecture Evolution at Verizon - May 2010
Enterprise Architecture Evolution at Verizon - May 2010
Organizational structure design
Organizational structure design
Mehr von Niki Tabuty
Chap18
Chap18
Niki Tabuty
Chap12
Chap12
Niki Tabuty
Chap09
Chap09
Niki Tabuty
Chap06
Chap06
Niki Tabuty
Chap05
Chap05
Niki Tabuty
Chap04
Chap04
Niki Tabuty
Chap02
Chap02
Niki Tabuty
Warren sw06 accounting.21
Warren sw06 accounting.21
Niki Tabuty
Mehr von Niki Tabuty
(8)
Chap18
Chap18
Chap12
Chap12
Chap09
Chap09
Chap06
Chap06
Chap05
Chap05
Chap04
Chap04
Chap02
Chap02
Warren sw06 accounting.21
Warren sw06 accounting.21
Último
Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities ppt
Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities ppt
endeworku
EPC Contractors aspects Presentation.pdf
EPC Contractors aspects Presentation.pdf
Giuseppe Tommasone
PHX Corporate Presentation March 2024 Final
PHX Corporate Presentation March 2024 Final
PanhandleOilandGas
Streamlining Your Accounting A Guide to QuickBooks Migration Tools.pptx
Streamlining Your Accounting A Guide to QuickBooks Migration Tools.pptx
PaulBryant58
A Comprehensive Case Study on the IL&FS Crisis (final).pptx
A Comprehensive Case Study on the IL&FS Crisis (final).pptx
ShainaMaheshwari1
NVIDIA's overall business overview Presentation.pptx
NVIDIA's overall business overview Presentation.pptx
Krutik Rakade
Green Innovations: Wristbands Ireland's Eco-Friendly Products
Green Innovations: Wristbands Ireland's Eco-Friendly Products
Wristbands Ireland
Benihana of Tokyo case study11111111.pdf
Benihana of Tokyo case study11111111.pdf
javenxxx01
Strategic Resources Corporate Presentation - March 2024 Update
Strategic Resources Corporate Presentation - March 2024 Update
Adnet Communications
The 10 Most Influential Women Making Difference In 2024.pdf
The 10 Most Influential Women Making Difference In 2024.pdf
InsightsSuccess4
AirOxi - Pioneering Aquaculture Advancements Through NFDB Empanelment.pptx
AirOxi - Pioneering Aquaculture Advancements Through NFDB Empanelment.pptx
AirOxi Tube
Mist Cooling & Fogging System Company in Egypt
Mist Cooling & Fogging System Company in Egypt
opstechsanjanasingh
Olympus 38DL Plus Ultrasonic Thickness Gauge
Olympus 38DL Plus Ultrasonic Thickness Gauge
StephenKim86
Shopclues: Failure & Solutions in Business Model
Shopclues: Failure & Solutions in Business Model
BhaviniSharma12
Dashboards y paneles - CP Home - Area de Operaciones
Dashboards y paneles - CP Home - Area de Operaciones
LPI ONG
0311 National Accounts Online Giving Trends.pdf
0311 National Accounts Online Giving Trends.pdf
Bloomerang
Digital Marketing Training Program skills s
Digital Marketing Training Program skills s
godxzyrox
The Smart Bridge Interview now Veranda Learning
The Smart Bridge Interview now Veranda Learning
Naval Singh
Pitch Deck Teardown: SuperScale's $5.4M Series A deck
Pitch Deck Teardown: SuperScale's $5.4M Series A deck
HajeJanKamps
How The Hustle Milestone Referral Program Got 300K Subscribers
How The Hustle Milestone Referral Program Got 300K Subscribers
Flyyx Tech
Último
(20)
Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities ppt
Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities ppt
EPC Contractors aspects Presentation.pdf
EPC Contractors aspects Presentation.pdf
PHX Corporate Presentation March 2024 Final
PHX Corporate Presentation March 2024 Final
Streamlining Your Accounting A Guide to QuickBooks Migration Tools.pptx
Streamlining Your Accounting A Guide to QuickBooks Migration Tools.pptx
A Comprehensive Case Study on the IL&FS Crisis (final).pptx
A Comprehensive Case Study on the IL&FS Crisis (final).pptx
NVIDIA's overall business overview Presentation.pptx
NVIDIA's overall business overview Presentation.pptx
Green Innovations: Wristbands Ireland's Eco-Friendly Products
Green Innovations: Wristbands Ireland's Eco-Friendly Products
Benihana of Tokyo case study11111111.pdf
Benihana of Tokyo case study11111111.pdf
Strategic Resources Corporate Presentation - March 2024 Update
Strategic Resources Corporate Presentation - March 2024 Update
The 10 Most Influential Women Making Difference In 2024.pdf
The 10 Most Influential Women Making Difference In 2024.pdf
AirOxi - Pioneering Aquaculture Advancements Through NFDB Empanelment.pptx
AirOxi - Pioneering Aquaculture Advancements Through NFDB Empanelment.pptx
Mist Cooling & Fogging System Company in Egypt
Mist Cooling & Fogging System Company in Egypt
Olympus 38DL Plus Ultrasonic Thickness Gauge
Olympus 38DL Plus Ultrasonic Thickness Gauge
Shopclues: Failure & Solutions in Business Model
Shopclues: Failure & Solutions in Business Model
Dashboards y paneles - CP Home - Area de Operaciones
Dashboards y paneles - CP Home - Area de Operaciones
0311 National Accounts Online Giving Trends.pdf
0311 National Accounts Online Giving Trends.pdf
Digital Marketing Training Program skills s
Digital Marketing Training Program skills s
The Smart Bridge Interview now Veranda Learning
The Smart Bridge Interview now Veranda Learning
Pitch Deck Teardown: SuperScale's $5.4M Series A deck
Pitch Deck Teardown: SuperScale's $5.4M Series A deck
How The Hustle Milestone Referral Program Got 300K Subscribers
How The Hustle Milestone Referral Program Got 300K Subscribers
Chap10
1.
Chapter 10 ORGANIZATIONAL STRUCTURE AND DESIGN ©
Prentice Hall, 2002 10-1
2.
Learning Objectives (cont.) You
should learn to: – Define organizational structure and organizational design – Explain why structure and design are important to an organization – Describe the six key elements of organizational structure – Differentiate mechanistic and organic organizational design – Identify the four contingency factors that influence organizational design © Prentice Hall, 2002 10-2
3.
Learning Objectives You should
learn to: – Describe a simple structure, a functional structure, and a divisional structure – Explain team-based structures and why organizations are using them – Describe matrix structures, project structures, autonomous internal units, and boundaryless organizations – Explain the concept of a learning organization and how it influences organizational design © Prentice Hall, 2002 10-3
4.
Defining Organizational Structure Nomenclature –
organizing - the process of creating an organization’s structure – organizational structure - the formal framework by which job tasks are divided, grouped, and coordinated – organizational design - process of developing or changing an organization’s structure • process involves six key elements © Prentice Hall, 2002 10-4
5.
Defining Organizational Structure
(cont.) Work Specialization – the degree to which tasks in an organization are divided into separate jobs • individuals specialize in doing part of an activity rather than the entire activity – too much specialization has created human diseconomies – an important organizing mechanism, though not a source of ever-increasing productivity © Prentice Hall, 2002 10-5
6.
Defining Organizational Structure
(cont.) Departmentalization – the basis by which jobs are grouped together • functional - groups jobs by functions performed • product - groups jobs by product line • geographical - groups jobs on the basis of territory or geography • process - groups jobs on the basis of product or customer flow • customer - groups jobs on the basis of common customers © Prentice Hall, 2002 10-6
7.
Defining Organization Structure
(cont.) Departmentalization (cont.) – large organizations combine most or all forms of departmentalization – trends • customer departmentalization is increasingly being used – better able to monitor and respond to customer needs – cross-functional teams are becoming popular » groups of individuals who are experts in various specialties » involved in all aspects of bringing a new product to market © Prentice Hall, 2002 10-7
8.
Functional Departmentalization Plant Manager Manager, Engineering ©
Prentice Hall, 2002 Manager, Accounting Manager, Manager, Manager, Manufacturing Human Resources Purchasing 10-8
9.
Product Departmentalization Bombardier, Ltd. Manager, Retail
Accounts Recreational and Utility Vehicles Sector Mass Transit Division Recreational Products Division Bombardier-Rotax (Vienna) Rail Products Sector Logistic Equipment Division Industrial Equipment Division Bombadier-Rotax (Gunskirchen) © Prentice Hall, 2002 10-9
10.
Geographical Departmentalization Vice President for
Sales Sales Director, Western Region © Prentice Hall, 2002 Sales Director, Southern Region Sales Director, Midwestern Region Sales Director, Eastern Region 10-10
11.
Process Departmentalization Plant Superintendent Sawing Department Manager Planing
and Milling Department Manager Finishing Department Manager Inspection and Shipping Department Manager © Prentice Hall, 2002 Assembling Department Manager Lacquering and Sanding Department Manager 10-11
12.
Customer Departmentalization Director of Sales Manager, Retail
Accounts © Prentice Hall, 2002 Manager, Wholesale Accounts Manager, Government Accounts 10-12
13.
Defining Organization Structure
(cont.) Chain of Command (cont.) – continuous line of authority that extends from upper organizational levels to the lowest levels and clarifies who reports to whom • authority - the rights inherent in a managerial position to tell people what to do and to expect them to do it • responsibility - the obligation to perform any assigned duties • unity of command - a person should report to only one manager – these concepts are less relevant today due to information technology and employee empowerment © Prentice Hall, 2002 10-13
14.
Defining Organization Structure
(cont.) Span of Control – number of employees that a manager can efficiently and effectively manage – determines the number of levels and managers in an organization – the wider the span, the more efficient the organization – appropriate span influenced by: • the skills and abilities of employees • the complexity of tasks performed • availability of standardized procedures • sophistication of organization’s information system © Prentice Hall, 2002 10-14
15.
Contrasting Spans Of
Control Members at Each Level 1 1 2 4 8 3 16 64 4 64 512 5 256 4,096 6 1,024 7 Organizational Level 1 4,096 Span of 4 Operatives = 4,096 Managers (levels 1-6) = 1,365 © Prentice Hall, 2002 Span of 8 Operatives = 4,096 Managers (levels 1-4) = 585 10-15
16.
Defining Organization Structure
(cont) Centralization – the degree to which decision making is concentrated at a single point in the organization • top-level managers make decisions with little input from subordinates in a centralized organization Decentralization – the degree to which decisions are made by lowerlevel employees – distinct trend toward decentralized decision making © Prentice Hall, 2002 10-16
17.
Factors That Influence
the Amount of Centralization and Decentralization © Prentice Hall, 2002 10-17
18.
Defining Organization Structure
(cont.) Formalization – the degree to which jobs within the organization are standardized • standardization - removes the need for employees to consider alternatives – extent to which employee behavior is guided by rules and procedures • employee allowed minimal discretion in highly formalized jobs – explicit job descriptions – clearly defined procedures © Prentice Hall, 2002 10-18
19.
Organizational Design Decisions Mechanistic
Organization – rigidly and tightly controlled structure – tries to minimize the impact of differing human traits – most large organizations have some mechanistic characteristics Organic Organization – highly adaptive and flexible structure – permits organization to change when the need arises – employees are highly trained and empowered to handle diverse job activities – minimal formal rules and little direct supervision © Prentice Hall, 2002 10-19
20.
Mechanistic Versus Organic
Organization Mechanistic • High Specialization • Rigid Departmentalization • Clear Chain of Command • Narrow Spans of Control • Centralization • High Formalization © Prentice Hall, 2002 Organic • Cross-Hierarchical Teams • Free Flow of Information • Wide Spans of Control • Decentralization • Low Formalization 10-20
21.
Organizational Design Decisions
(cont.) Contingency Factors – Strategy and Structure - structure should facilitate the achievement of goals • strategy and structure should be closely linked • strategy focuses on: – innovation - need the flexibility and free flow of information of the organic structure – cost minimization - seek efficiency, stability, and tight controls of mechanistic structure – imitation - use structural characteristics of both mechanistic and organic structures © Prentice Hall, 2002 10-21
22.
Organizational Design Decisions
(cont.) Contingency Factors (cont.) – Size and Structure - size affects structure at a decreasing rate – Technology and Structure • technology - converts inputs into outputs – unit production - production of items in units or small batches – mass production - large-batch manufacturing – process production - continuous-process production • mechanistic structure supports routine technology • organic structure supports nonroutine technology © Prentice Hall, 2002 10-22
23.
Woodward’s Findings On
Technology, Structure, And Effectiveness Structural Characteristics Unit Production Mass Production Low vertical differentiation Low horizontal differentiation Low formalization Moderate vertical High vertical differentiation differentiation High horizontal Low horizontal differentiation differentiation High formalization Low formalization Most effective structure Organic © Prentice Hall, 2002 Mechanistic Process Production Organic 10-23
24.
Organizational Design Decisions
(cont.) Contingency Factors (cont.) – Environmental Uncertainty and Structure • one way to reduce environmental uncertainty is to adjust the organization’s structure – with greater stability, mechanistic structures are more effective » mechanistic structures are not equipped to respond to rapid environmental change – the greater the uncertainty, the greater the need for an organic structure » organizations are being designed to be more organic nowadays © Prentice Hall, 2002 10-24
25.
Common Organizational Designs Traditional
Organizational Designs – Simple Structure - low departmentalization, wide spans of control, authority centralized in a single person, and little formalization • commonly used by small businesses • as organizations increase in size, the structure tends to become more specialized and formalized – Functional Structure - groups similar or related occupational specialties together © Prentice Hall, 2002 10-25
26.
Common Organizational Designs
(cont.) Traditional Organizational Designs (cont.) – Divisional Structure - composed of separate divisions • each division has relatively limited autonomy • parent corporation acts as an external overseer to coordinate and control the divisions – provides support services © Prentice Hall, 2002 10-26
27.
Strengths and Weakness
of Common Traditional Organizational Designs © Prentice Hall, 2002 10-27
28.
Common Organizational Designs Contemporary
Organizational Designs – Team-Based Structures - entire organization is made up of work teams • employee empowerment is crucial • teams responsible for all work activity and performance • complements functional or divisional structures in large organizations – allows efficiency of a bureaucracy – provides flexibility of teams © Prentice Hall, 2002 10-28
29.
Common Organizational Designs
(cont.) Contemporary Organizational Designs (cont.) – Matrix Structure - assigns specialists from different functional departments to work on projects led by project managers • adds vertical dimension to the traditional horizontal functional departments • creates a dual chain of command – violates unity of command – project managers have authority in areas relative to the project’s goals – functional managers retain authority over human resource decisions (e.g., promotions) © Prentice Hall, 2002 10-29
30.
A Matrix Organization
in an Aerospace Firm © Prentice Hall, 2002 10-30
31.
Common Organizational Designs
(cont.) Contemporary Organizational Designs (cont.) – Project Structure - employees work continuously on projects • employees do not return to a functional department at the conclusion of a project • all work performed by teams comprised of employees with appropriate skills and abilities • tends to be very fluid and flexible – no rigid departmentalization or organization hierarchy – managers serve as facilitators and mentors © Prentice Hall, 2002 10-31
32.
Common Organizational Designs
(cont.) Contemporary Organizational Designs (cont.) – Autonomous Internal Units – independent, decentralized business units • each has its own products, clients, competitors, and profit goals • business units are autonomous – there is no centralized control or resource allocation © Prentice Hall, 2002 10-32
33.
Common Organizational Designs
(cont.) Contemporary Organizational Designs (cont.) – Boundaryless Organization - design is not defined by, or limited to, the horizontal, vertical, or external boundaries imposed by a predefined structure • strategic alliances break down barriers between the company and its customers and suppliers • seeks to eliminate the chain of command, to have limitless spans of control, and to replace departments with empowered teams • flattens the hierarchy by removing vertical boundaries • horizontal boundaries removed by organizing work around processes instead of functional departments © Prentice Hall, 2002 10-33
34.
Common Organizational Designs
(cont.) Contemporary Organizational Designs (cont.) – Learning Organization - an organizational mind-set rather than a specific organizational design • has developed the capacity to continuously adapt • all members take an active role in identifying and resolving work-related issues • practice knowledge management by continually acquiring and sharing new knowledge • environment is conducive to open communication • empowered teams are important • leadership creates a shared vision for the future • organizational culture provides sense of community © Prentice Hall, 2002 10-34
35.
Characteristics Of A
Learning Organization Organizational Design • Boundaryless • Teams • Empowerment Organizational Culture • Strong Mutual Relationships • Sense of Community • Caring • Trust The Learning Organization Information Sharing • Open • Timely • Accurate Leadership • Shared Vision • Collaboration © Prentice Hall, 2002 10-35
Jetzt herunterladen