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7 Organizational Structure Deepak Agrawal

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Deepak Agrawal
Deepak Agrawal
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Presented by: Deepak Agrawal (08MTHYD023) ,[object Object]
Is it related to your behavior??? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure If Yes Then obviously Organization structure also lead to individual(employee) behavior….
FLOW of Presentation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure
Defining Organizational Structure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure
Organizational Structure (1) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure Productivity Work Specialization Low High High Impact from economies of specialization Impact from human diseconomies
Organizational Structure (2) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure ,[object Object]
2.1- Functional Departmentalization ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure
2.2- Product Departmentalization + Allows specialization in particular products and services + Managers can become experts in their industry + Closer to customers – Duplication of functions – Limited view of organizational goals Organizational Structure
2.3- Geographical Departmentalization ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure
2.4- Process Departmentalization + More efficient flow of work activities – Can only be used with certain types of products Organizational Structure
2.5- Customer Departmentalization + Customers’ needs and problems can be met by specialists - Duplication of functions - Limited view of organizational goals Organizational Structure
Organization Structure (3) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure
Organization Structure (4) ,[object Object],[object Object],Organizational Structure
4.1- Span of Control ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure
Organization Structure (5) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure
Organization Structure (6) ,[object Object],[object Object],[object Object],[object Object],Organizational Structure
DIFFERENT ORGANIZATIONAL DESIGNS ,[object Object],Organizational Structure
Traditional Structures ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure
Traditional Structures ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure
Traditional Structures ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure  Two-boss employee
New Design Options ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure
New Design Options ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure
New Design Options ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure
ORGANIZATION DESIGN DECISIONS ,[object Object],Organizational Structure
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Design Decisions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organizational Structure
Contingency Factors Organizational Structure Innovation Cost-minimization Imitation Strategy Larger Smaller Routine Non-routine Strategy Size Technology Environment Stable Simple Dynamic Complex Structural decisions are influenced by:
Organization Structure and Employee Behavior Organizational Structure Determinants Associated with Moderated by Individual Differences and cultural norms
THANK YOU FOR YOUR PATIENCE…

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7 Organizational Structure Deepak Agrawal

  • 1.
  • 2.
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8. 2.2- Product Departmentalization + Allows specialization in particular products and services + Managers can become experts in their industry + Closer to customers – Duplication of functions – Limited view of organizational goals Organizational Structure
  • 9.
  • 10. 2.4- Process Departmentalization + More efficient flow of work activities – Can only be used with certain types of products Organizational Structure
  • 11. 2.5- Customer Departmentalization + Customers’ needs and problems can be met by specialists - Duplication of functions - Limited view of organizational goals Organizational Structure
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17.
  • 18.
  • 19.
  • 20.
  • 21.
  • 22.
  • 23.
  • 24.
  • 25.
  • 26. Contingency Factors Organizational Structure Innovation Cost-minimization Imitation Strategy Larger Smaller Routine Non-routine Strategy Size Technology Environment Stable Simple Dynamic Complex Structural decisions are influenced by:
  • 27. Organization Structure and Employee Behavior Organizational Structure Determinants Associated with Moderated by Individual Differences and cultural norms
  • 28. THANK YOU FOR YOUR PATIENCE…