Organization Design And Structure

Front 1

Division of Labour

Back 1

indicates the degree of specialization from high to low of jobs

Front 2

Departmentalization

Back 2

indicates the grouping of jobs within an organization, groupings can range from homogeneous to hetergenous and can include some form as function, territory/geography, product and customer

Front 3

Divisionalization

Back 3

indicates the grouping of all the elements

Front 4

Delegation of Authority

Back 4

the degree of authority vested in others
related to degree of centralization and decentralization in the organizations

Front 5

Job Analysis

Back 5

a process for collecting information about the tasks and responsibilities inherent in a job
It creates the building blocks with which a structure is constructed
functions into Recruitment and Selection, JOb evaluation and compensation

Front 6

Span of Control

Back 6

the number of jobs or direct reports falling under one area of responsibility.
depends on: required contact, level of subordinate education and training and ability to communicate

Front 7

Hierarchical or Bureaucratic Organization

Back 7

characterized by top-down management, many levels of communication and career paths, highly specialized jobs with narrowly defined job descriptions and focus on interdependence.

Front 8

Command and Control

Back 8

typical management style of Hierarchical or Bureaucratic Organization
high degree of authority resting with senior management and limited delegation

Front 9

Flat Organizations

Back 9

characterized by decentralized management approach with few levels of and multi-directional communication

broadly defined jobs with general job description and emphasis on: teams, delegation of responsibility and authority, limited supervision and a high degree of self-management

Front 10

Decentralized Management Approach

Back 10

common with Flat Organizations
approach with few levels of and multi-directional communication

emphasis on: teams, delegation of responsibility and authority, limited supervision and a high degree of self-management

Front 11

Boundaryless Organizations

Back 11

characterized by joint ventures with customers, suppliers and or competitors with a emphasis on teams who members may cross organizational boundaries
Jack Welch - concept
- idea to eliminate the vertical and horizontal boundaries within the company and break down the external barriers between the company and its customers and suppliers

Front 12

Jack Welch

Back 12

coined the term Boundaryless Organizations

idea to idea to eliminate the vertical and horizontal boundaries within the company and break down the external barriers between the company and its customers and suppliers

Front 13

Matrix Organizations

Back 13

a type of flat structre whereby individuals with functional expertise are grouped into organizational units that are focused on the accomplishment of a project or program
e.g. of use: research and development, ma
do not have the levels or status differentials normally found in traditional hierarchical structures