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To what degree are activities sibdivided into seperate jobs?
Work specialization
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On what basis will jobs be grouped together?
Departmentalization
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To whom do individuals and groups report?
Chain of Command
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How many individuals can a manager efficiently and effectively direct?
Span of Control
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Where does decision-making authority lie?
Centralization and decentralization
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To what degree will rules and regulations be used to direct employees and managers?
Formalization
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Unity-of-command
Each employee should only have one supervisor directly above them.
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Simple Structure Companies
Low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization.
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Bureaucracy
Characterized by highly routine operating tasks achieved through specialization, very formalized rules and regulations.
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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
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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.
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Boundryless Organization
Eliminate chain of command, have limitless spans of control, and replace departments with empowered teams.
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Organization Size
Large organizations tend to have more specialization, more departmentalization, more vertical levels, and more rules and regulations than small organizations.
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