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Foundations of Organization Structure Chapter 14 Essentials of Organizational Behavior, 9/e Stephen P. Robbins/Timothy A. Judge
After studying this chapter, you should be able to: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Organization Structure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Work Specialization ,[object Object],[object Object],[object Object]
Departmentalization ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Chain of Command ,[object Object],[object Object],[object Object],[object Object]
Span of control ,[object Object],[object Object],[object Object]
Centralization and Decentralization ,[object Object],[object Object],[object Object]
Formalization ,[object Object]
Common Organizational Designs ,[object Object],[object Object],[object Object]
Simple Structure ,[object Object],[object Object],[object Object],[object Object],[object Object]
Bureaucracy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Matrix Structure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Matrix Structure for a College of Business Administration
New Options ,[object Object],[object Object],[object Object]
Mechanistic versus Organic Structures
Determinants of Organization Structure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Organizational Structure and Employee Behavior ,[object Object],[object Object],[object Object],[object Object]
Implications for Managers ,[object Object],[object Object]
Summary ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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