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Organisation Structure

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roza majeed

on 19 November 2013

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Transcript of Organisation Structure

Organization Structure

Organization Structure
Activity 1
Activity 4
Multidivisional (M-form) structures
The Concept And Variables Of The Organization Structure
Matrix Structure
Multifunctional (U-FORMS) Structure
What is Organization Structure
A traditional view of organization structure is that it describes the way an organization is configured into work groups and the reporting and authority relationships that connect individuals and groups together.

The Concept And Variables Of The Organization Structure
Centralization:
Decision making autonomy is held by the center of middle managers.

Differentiation

The differentiation is the process by which an organization allocates people and resources to organizational tasks this establishes the task and authority relationships that allow the organization to achieve its goals.

Formalization

The extent to which work roles are structured in an organization, and the activities of the employees are governed by rules and procedures.

What is matrix structure?
Definition

Types of Matrix Structure
Permanent structure

Q1. One of the Matrix Strengths, and provide the opportunity for team members to work with each other (a word with 12 letters, starts with C)

Q2. One of the Matrix Types, where independencies, market units and people in the organization shift frequently (2 word)

Efficient structure ( M-form)


Advantage
- control over the tasks
- Flexible
- level of divisional workers
- focus on a specific area of business


Activity 3
Each group will try to put each ball with the matching hole color by thinking strategically and having a quick wise decision
Activity 2
Advantages of U-form
Functional Structure –Consists of
:
chief executive officer and limited corporate staff, with functional line managers in dominant organizational areas such as production, accounting, marketing, R&D, engineering, and human resources.

Drucker, 1975
Disadvantages of U-form
Based on Jim Harvey's speech structures
Decentralization:
Employee are participate in take a decisions

Specialization (routine specialization)

Refer to the extent to which employees engaged in similar or closely related tasks are grouped together.

Span of control
The number of subordinates that a manager or supervisor can directly control.

Strengths

Weaknesses

Shifting structure

Why divisions are created

Disadvantages
- pose significant challenges
- cost factor
- duplication of functions
- Maintain communication among divisions

Done by:
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Shaikha Hadef h00010313
Alanoud Humaid 200123845
Houriya Abdulla h00125861

References

- Demand, Scilly. "Multidivisional Structure in the Workplace." smallbusiness. Hearst Communications, Inc., n.d. Web. 19 Nov 2013. <http://smallbusiness.chron.com/multidivisional-structure-workplace-13152.html>.
Introduction

What is Organization structure
Multifunctional ( U-form )
Multidivisional ( M-form )
Matrix Structure
Key features of (U-Forms ) Structure :
Specialization with functional lines, such as research and development of the production

For e.g.
: The General Motors (US car Manufacture )

When organization started looking for the alternative structures :

Challenges of the U-Form Structure
high
levels of professional
development.
increased
specialization.
economies
of scale in monitoring.
Critical
decision-making is centralized in one “peak” person
Technical
optimization in functional areas.
Career
path in the functional area.
Technical
competencies highly developed.

cannot
handle the complexity of multiple activities well
Sub goal
pursuit problems can become acute
absence
of objective measures of performance
operational
concerns can divert attention from strategic/competitive/entrepreneurial issues

- Achieving meaningful cross functional
- Communication
- Responding to the market needs
- Insuring actions in one area benefit the whole enterprise
- Getting the employees to see the big picture

-Rafalex77. "What Is the Relationship of Organizational Structure, Control and      Culture? When Would a Company Decide to Change from a Functional to a      Multidivisional Structure?" Studymode. N.p., 18 Feb. 2012. Web. 17 Nov.      2013. <http://www.studymode.com/essays/      What-Is-The-Relationship-Of-Organizational-925039.html>.

-"What Is the Relationship of Organizational Structure, Control and Culture? When Would a Company Decide to Change from a Functional to a Multidivisional Structure?." StudyMode.com. StudyMode.com, 02 2012. Web. 02 2012. <http://www.studymode.com/essays/What-Is-The-Relationship-Of-Organizational-925039.html>.

-"Organization Structure." StudyMode.com. StudyMode.com, 03 2008. Web. 03 2008. <http://www.studymode.com/essays/Organization-Structure-133366.html>.

-Albany. "Organizational Structure & Controls." Albany . N.p., n.d. Web. 19 Nov.      2013. <http://www.albany.edu/faculty/ja0754/bmgt481/lecture7.html>.

-Draw, Smart. "Organizational Chart Examples." Smart draw . N.p., n.d. Web. 19      Nov. 2013. <http://www.smartdraw.com/specials/      organizational-chart-examples.htm>.

Conclusion
Full transcript