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Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall,Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall,Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter,2012 Pearson Education,Inc.All rights reserved,10-,*,Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall,Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter,2012 Pearson Education,Inc.publishing as Prentice Hall,10-,1,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall,Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter,2012 Pearson Education,Inc.publishing as Prentice Hall,10-,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall,Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter,2012 Pearson Education,Inc.publishing as Prentice Hall,10-,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall,Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter,2012 Pearson Education,Inc.publishing as Prentice Hall,10-,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall,Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter,2012 Pearson Education,Inc.publishing as Prentice Hall,10-,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Describe,six key elements in organizational design,Contrast,mechanistic and organic structures,Discuss,the contingency factors that favor either the mechanistic model or the organic model of organizational design,Describe,traditional,organizational designs,Designing Organizational Structure,Organizing-,arranging and structuring work to accomplish an organizations goals.,Organizational Structure-,the formal arrangement of jobs within an organization.,Organizational Design,-,a process involving decisions about six key elements:,Work specialization,Departmentalization,Chain of command,Span of control,Centralization and decentralization,Formalization,Exhibit 10-1:Purposes of Organizing,Organizational Structure,Work Specialization,The degree to which tasks in the organization are divided into separate jobs with each step completed by a different person.,Overspecialization can result in human diseconomies such as boredom,fatigue,stress,poor quality,increased absenteeism,and higher turnover.,Exhibit 10-2:Economies and Diseconomies of Work Specialization,Departmentalization by Type,Functional,Grouping jobs by functions performed,Product,Grouping jobs by product line,Geographical,Grouping jobs on the basis of territory or geography,Process,Grouping jobs on the basis of product or customer flow,Customer,Grouping jobs by type of customer and needs,Organizational Structure(cont.),Chain of Command-,the continuous line of authority that extends from upper levels of an organization to the lowest levels of the organizationclarifies who reports to whom.,Organizational Structure(cont.),Authority-,the rights inherent in a managerial position to tell people what to do and to expect them to do it.,Responsibility,-the obligation or expectation to perform.,Unity of Command,-the concept that a person should have one boss and should report only to that person.,Exhibit 10-3:The Five CommonForms of Departmentalization,Exhibit 10-3:The Five Common Forms of Departmentalization(cont.),Exhibit 10-3:The Five Common Forms of Departmentalization(cont.),Exhibit 10-4:Chain of Command and Line Authority,Exhibit 10-5:Line vs.Staff Authority,Span of Control,Span of Control-,the number of employees who can be effectively and efficiently supervised by a manager,.,Width of span is affected by:,Skills and abilities of the manager,Employee characteristics,Characteristics of the work being done,Similarity of tasks,Complexity of tasks,Physical proximity of subordinates,Standardization of tasks,Sophistication of the organizations information system,Strength of the organizations culture,Preferred style of the manager,Exhibit 10-6:Contrasting Spans of Control,Centralization,Centralization,-,the degree to which decision making is concentrated at upper levels in the organization.,This is common in organizations in which top managers make all the decisions and lower-level employees simply carry out those orders.,Decentralization,Decentralization-,when an organization relegates decision making to managers who are closest to the action.,Employee Empowerment,Increasing the decision-making authority(power)of employees
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