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Understanding Organizations

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by

Kimberly Watley

on 25 October 2013

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Transcript of Understanding Organizations

Understanding Organizations
Chapter 14: Typical Structures
Elements of Organizational Structure
Structure Shapes and Design
Organizational Models
Why are Structures Different?
The Future
Structure Shapes & Design
The Simple Organization Design
The Bureaucracy
The Matrix Design
The Virtual Organization
Team Organization
Organizational Models & Examples
Bureaucratic
Entrepreneurial
The Blend
Military
Bureaucratic and compartmentalized
Provides motivation for greater rank, pay, rank, etc.

Private Enterprise
Non publicly traded companies
Driven by business size

Corporate America
New companies characterized by wide spans of control and simple structures
Established companies have rules and regulations

The Simple Organization Design
Smaller organizations
Functional differentiation may not be necessary
The Virtual Organization
Small core organization
Outsources major business functions

Team Organization
Similar to matrix structure
Decentralized decision making and improved communication
Division of Labor
What do members do?
What are their functions?
How are they grouped?

Characterization of Jobs
Function
Product
Geography
Type of Customer
Authority
Chain of Command
Concept of Unity of Command
-single source has the final word

Control
Span of Control - number of people one person supervises
Elements of Organizational Structure
Division of Labor
Characterization of Jobs
Authority
Control
Decision Making
Creativity

Decision Making
Feel more involved and in control
Promotes innovation and worker participation

Creativity
May be a hindrance to a company
Why are Structures Different?
Size
Technology and External Influences
Focus and Strategy
Size
Technology and External Influences
Focus and Strategy
Big influence to organizations
The Future
Turning Inward
Turning Outward

Demonstrates there is opportunity for those who want it
Why are Structures Different?
The Future
Application
Team 2: Kim Watley, Brailyn Dudley, Michael Bryant, Bayu Saryabayu, Spencer Edwards
Turning Inward
Turning Outward
Chapter 14 & 15
The Matrix Design
Combines functional and product structures
Large organizations
The Bureaucracy
Companies with need for a large management structure
They are rigid with their policies & procedures

Entrepreneurial
"Organic Model"
High activity, Low structure

The Blend
Compromise of Bureaucratic and entrepreneurial
Creativity is central to success, but rules must also be followed
Bureaucratic
"Mechanistic Model"
Substantial structure and high levels of control
Mike
Military
Private Enterprise
Corporate America

Chapter 15
What Do People in Different Jobs Do?
Line Position

Sales

Marketing

Production

Customer Service
Staff Positions
Human Resources


Research & Development


Accounting and Finance/MIS


Summary
Chapter 14



Chapter 15
Roles
Production Manager, used to be a janitor, climbed his/her way all the way up to the company,learned stuff the hard way, just recently found he/she's a kleptomaniac.
Marketing And Sales Manager, a great communicator, people person, very sensitive and often times doesnt pull his/her own weight, indecisive, lost all of his/her family.
Information System Manager, a highly technical person, more task oriented than people, doesn't really get along well with his/her employees, has an anger management issue .
Customer Service Manager, the son/daughter of the owner of the company, living life recklessly, goes out late and shows up not prepared, has a wide network with big names and successful people.
Research and Development Manager, used to be the CEO of a well known company, went bankrupt and and had been in a deep depression, pulled her/himself together and earned the place.
Lifeboat Game
Questions?
Line Positions
Sales
Marketing
Production
Customer Service

Staff Positions
Human Resources
Research/Development
Accounting/Finance
Day to day Business of a company
Good entry level positions.
If they don't generate results nothing else matters .
Individual customers
Marketing persons must understand customers needs .
Dealing with group of customers.
Most have sales background.
Fills the orders that sales and marketing generate.
Supervisors, Quality Control, Engineering team.
Entry level jobs.
Direct connection with customer .
Job description vary among organizations.
Positive, great communication, and able to handle day to day situations.
Positions that support operations of the organization.
Customer service for internal customers.
Deals with issues that are important to employees.
Good for people who like to make people happy.
Some technical, some similar to sales.
Solve problem the customer may be having with a product.
In some cases, they work closely with production.
Work is similar to what one would do in a college course.
Large interaction with internal customers, before an upper level position.
Elements of an organizational structure
Structure Shapes and Design
Organization Models
Why structures are different
The future
Lifeboat Game
Different Jobs in a company
Line Positions
Staff Positions
Full transcript