-
To what degree are activities sibdivided into seperate jobs?
Work specialization
-
On what basis will jobs be grouped together?
Departmentalization
-
To whom do individuals and groups report?
Chain of Command
-
How many individuals can a manager efficiently and effectively direct?
Span of Control
-
Where does decision-making authority lie?
Centralization and decentralization
-
To what degree will rules and regulations be used to direct employees and managers?
Formalization
-
Unity-of-command
Each employee should only have one supervisor directly above them.
-
Simple Structure Companies
Low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization.
-
Bureaucracy
Characterized by highly routine operating tasks achieved through specialization, very formalized rules and regulations.
-
Matrix Structure
Combines two forms of departmentalization:functional and product
- Functional
- Strengths:putting like specialists together
- Weakness':difficulty of coordinating the tasks of diverse functional specialists so that their activities are completed on time and within budget
- Product Exact opposite benefits and disadvantages
-
Virtual Organization
A small, core organization that outsources major business functions - highly centralized, little to no departmentalization.
Strengths:allows each project to be staffed with the talent most suited to its demands. Minimizes bereaucratic overhead.
-
Boundryless Organization
Eliminate chain of command, have limitless spans of control, and replace departments with empowered teams.
-
Organization Size
Large organizations tend to have more specialization, more departmentalization, more vertical levels, and more rules and regulations than small organizations.
|
|