The document discusses different organizational structures including line, line and staff, project-based, and matrix structures. It also summarizes Mintzberg's five basic organizational types: entrepreneurial organization, machine bureaucracy, professional organization, divisional organization, and adhocracy. The key points are that there is no single right structure and companies often use elements of different types, and an effective structure fits with a company's strategy, environment, and needs.

1. SESSION PLAN
 Communication Organization Structure
Speaker: Sarah O. Cruz

2. COMMUNICATION ORGANIZATION STRUCTURE
 OS can be defined as the way or method
through use of a hierarchy that a group,
business, organization, people or objects
collaborate to achieve success on one common
goal.
 An organizational structure defines how work
tasks are formally divided, grouped and
coordinated.

3. BASIC ELEMENTS OF OS
 1. Work specialization
 2. Departmentalization
 3. Chain of command
 4. Span of control
 5. Centralization & decentralization
 6. Formalization

4. TYPES OF ORGANIZATIONAL STRUCTURES
 Line Structure
 Line and Staff
Structure
 Project-based
Structure
 Matrix Structure

5. LINE STRUCTURE
 Authority originates at the top and moves
downward
 Common among small companies
 Line Functions
 Functions that contribute directly to company
profits
 Production managers, sales reps, and marketing
managers

6. LINE AND STAFF STRUCTURE
 Mid-sized and large companies
 Other employees hired to help line managers perform
activities they cannot
 Staff Functions
 Advise and support line functions
 Staff departments include: legal, human resources, and
public relations
 Help line departments do their jobs
 Authority is limited to making recommendations to line
managers

7. SAMPLE LINE AND STAFF OS

8. PROJECT-BASED STRUCTURE
 Brings together people with different skills in
order to meet a particular objective
 Senior managers need not approve decisions by
lower-level managers
 Teams have the authority to make final
decisions
 Employee preferred due to its focus on
completing a project rather than a task

9. SAMPLE PROJECT-BASED OS

10. MATRIX STRUCTURE
 Allows employees from different departments to
come together temporarily to work on special
project teams
 Provides flexibility to respond quickly to a
customer need by creating a team of people
who devote all of their time to a project then
return to their departments or join a new project
team

11. SAMPLE MATRIX STRUCTURE

12. MINTZBERG'S ORGANIZATIONAL TYPES
 The entrepreneurial organization.
 The machine organization (bureaucracy).
 The professional organization.
 The divisional (diversified) organization.
 The innovative organization ("adhocracy").

13. THE ENTREPRENEURIAL ORGANIZATION
 This type of organization has a simple, flat
structure. It consists of one large unit with one
or a few top managers. The organization is
relatively unstructured and informal compared
with other types of organization, and the lack of
standardized systems allows the organization to
be flexible.

14. THE MACHINE ORGANIZATION (BUREAUCRACY)
 The machine organization is defined by its
standardization. Work is very formalized, there are
many routines and procedures, decision-making is
centralized, and tasks are grouped by functional
departments. Jobs will be clearly defined; there will
be a formal planning process with budgets and
audits; and procedures will regularly be analyzed for
efficiency.

15. THE PROFESSIONAL ORGANIZATION
 According to Mintzberg, the professional organization is also very
bureaucratic. The key difference is that professional organizations
rely on highly trained professionals who demand control of their
own work. So, while there's a high degree of specialization,
decision making is decentralized. This structure is typical when
the organization contains a large number of knowledge workers,
and it's why it's common in places like schools and universities,
and in accounting and law firms.

16. THE DIVISIONAL (DIVERSIFIED) ORGANIZATION
 If an organization has many different product lines and business
units, you'll typically see a divisional structure in place. A central
headquarters supports a number of autonomous divisions that
make their own decisions, and have their own unique structures.
You'll often find this type of structure in large and mature
organizations that have a variety of brands, produce a wide range
of products, or operate in different geographical regions. Any of
these can form the basis for an autonomous division.

17. THE INNOVATIVE ORGANIZATION ("ADHOCRACY")
 In new industries, companies need to innovate and function on an
"ad hoc" basis to survive.
 The clear advantage of adhocracies is that they maintain a
central pool of talent from which people can be drawn at any time
to solve problems and work in a highly flexible way.
 Workers typically move from team to team as projects are
completed, and as new projects develop. Because of this,
adhocracies can respond quickly to change, by bringing together
skilled experts able to meet new challenges.

18. WHAT MAKES AN ORGANIZATION EFFECTIVE?
 Knowing Your Customers and Responding to
Their Needs
 To succeed in the business world, companies
must change to keep up with customer
needs

19. KEY POINT 1
 There's no one "right" organizational structure, so it's
important to understand how structure relates to the
variety of attributes in a company. Mintzberg gives us a
useful description of common structures that are
appropriate in different circumstances. None of these is
necessarily ideal, and they're very simplified versions of
what exists in real life. In fact, it's common for a company
to have a combination of elements of each structural type.

20. KEY POINT 2
 When considering your organizational
structure, analyze the environment, assess
your internal needs and capacities, and then
make sure your structure is a good fit with
your strategy and environment