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AAD 620, Unit 5: Organizational Theory, Structure and Design

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UK Arts Administration

on 20 February 2018

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Transcript of AAD 620, Unit 5: Organizational Theory, Structure and Design

Unit 5:
Organizational Theory, Structure and Design
John R. Schermerhorn
1. Making clear who is supposed to do what

2. Establishing who is in charge of whom

3. Defining the appropriate channels of communication

4. Applying the resources to defined objectives
I. Why Organize: Mechanistic vs. Organic


organizational size


external environment

The people

The size

2. Organizational Charts
Functional Manager
General Manager
Virginia Museum of Fine Arts

Celestial Opera Company

III. Departmentalization & Coordination
Vertical Coordination
All parties receive the information necessary for them to do their job

Communication is fluid and consistent

Methods of oversight are in place for all positions

Workload is distributed evenly
Centralization and Decentralization
IV. Corporate Culture
Formal and Informal communication networks
Linda A. Hill and Kent Lineback
1. There will always be a diversity of perspectives that managers and leaders will have to listen to and consider

2. Organizations are interdependent and there will inevitably be conflict that must be managed

3. Organizations, and therefore managers and leaders, will always have to make tough choices about scarce resources
1. The operational network is the network that helps us get the job done on a daily basis.

2. The strategic network is the network of people who help us scan our environment and become aware of our own strengths, weaknesses, opportunities and threats.

3. The developmental network is made up of who we need to know to get us where we want to go. This network helps us continue to grow and develop.
The strategy of the organization
Technology and the External Environment
Lucid Chart
Full transcript