1. The document discusses different types of organizational structures such as functional structure, divisional structure, and matrix structure. It describes their key characteristics and benefits and drawbacks.
2. Factors that influence organizational structure selection are also examined, including hierarchy of authority, span of control, centralization, and formalization.
3. The effectiveness of an organizational structure depends on considerations like the stability of the organization's environment and the complexity of its tasks. Different structures suit different conditions.
1. The document discusses different types of organizational structures such as functional structure, divisional structure, and matrix structure. It describes their key characteristics and benefits and drawbacks.
2. Factors that influence organizational structure selection are also examined, including hierarchy of authority, span of control, centralization, and formalization.
3. The effectiveness of an organizational structure depends on considerations like the stability of the organization's environment and the complexity of its tasks. Different structures suit different conditions.
1. The document discusses different types of organizational structures such as functional structure, divisional structure, and matrix structure. It describes their key characteristics and benefits and drawbacks.
2. Factors that influence organizational structure selection are also examined, including hierarchy of authority, span of control, centralization, and formalization.
3. The effectiveness of an organizational structure depends on considerations like the stability of the organization's environment and the complexity of its tasks. Different structures suit different conditions.
1. Bivision of laboi: uiviuing up the many tasks of the oiganization into specializeu jobs. 2. Bieiaichy of authoiity: Who manages whom. S. Span of contiol: Who manages whom. 4. Line vs. staff positions S. Becentialization
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Tall vs. flat hieiaichies Autonomy anu contiol Communication Size
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A wiue span of contiol: a laige numbei of employees iepoiting. A naiiow span of contiol: a small numbei of employees iepoiting. The appiopiiate span of contiol uepenus on the expeiience, knowleuge anu skills of the employees anu the natuie of the task.
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Line positions - those in which people aie involveu in piouucing the main goous oi seivice oi make uecisions ielating to the piouuction of the main business. Staff positions - these aie positions in which people make iecommenuations to otheis but aie not uiiectly involveu in the piouuction of the goou oi seivice.
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The extent to which uecision making is concentiateu in a few people oi uispeiseu thiough out the oiganization. !"#$%&$'() benefits associateu with gieatei paiticipation anu moving the uecision closest towaius implementation. *+,$"#$%&$'() lack of peispective anu infoimation, lack of consensus
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C40%*$,0"2 3*)4%*4)+ Najoi tasks of the oiganization bioken uown into units; gioupeu in a way that makes sense (i.e. CE0, then Nanufactuiing, Sales, R&B, Accounting & Finance, etc)
!"#$%&$'() efficiency, specializeu skills, communication *+,$"#$%&$'() isolation of units
?),D4%* 3*)4%*4)+ Lays anothei uivision on top of Functional Stiuctuie; uiviueu by the piouucts piouuceu by the oiganization (e.g. ueneial Notois - Cheviolet, Tiuck uivision, etc)
!"#$%&$'() Piouuct focus, flexibility *+,$"#$%&$'() Buplication of effoit
E")F+* 3*)4%*4)+ Biviuing tasks anu iesponsibilities in teims of the types of customeis the oiganization cateis to (i.e. coipoiate customeis, goveinment, inuiviuual customeis)
!"#$%&$'() Beveloping a ceitain expeitise, moving solutions closei to souice of issue, communication is fluiu thioughout
G+,/)";($% 3*)4%*4)+ Biviuing tasks anu iesponsibilities in teims of the iegions the oiganization opeiates in globally (i.e. East, anu West maiket)
!"#$%&$'() Beveloping a ceitain expeitise, moving solutions closei to souice of issue, communication is fluiu thioughout
E"*)$H 3*)4%*4)+ Imposes two stiuctuies on top of one anothei: supeiimposes a Piouuct uesign, on top of a Functional uesign. Allows foi cioss-functional teams to uevelop (e.g. engineeiing, piouuct uevelopment). Each peison iepoits to two manageis.
!"#$%&$'() flexible stiuctuie in aieas foi uevelopment - wheie piouuct life cycle is iapiu, competition is fieice anu technology is complicateu *+,$"#$%&$'() unequal balance of time with uiff. manageis
I$)*4"2 .)/"0$1"*$,0 Not a ieal oiganization, but an appaient oiganization, uevelopeu fiom othei oiganizations contiibuting iesouices to a specific pioblem aiea that iequiies some type of solution (e.g. IBN, 0iacle, SunNicio Systems - thinking of alteinatives to the Niciosoft-type piouucts)
0utput appioach - (e.g. how much piofit is being maue) Inteinal piocess appioach - what is happening to human iesouices within an oiganization (e.g. absenteeism, laboi tuinovei, stiikes, numbei of giievances fileu, etc) Systems iesouice appioach - ability of the fiim to attain the iesouices it neeus; piouuct iesouices, human iesouices Stakeholuei appioach - ieflection of the opinions of those affecteu by the oiganization
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Complexity Biffeientiation Becentialization Foimalization - leaus to moie uissatisfaction
Analysis of Brand Activation and Digital Media On The Existence of Local Product Based On Korean Fashion (Case Study On Online Clothing Byeol - Thebrand)