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Organizational Structure.complete

Organizational Structure.complete

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Published by deepak gartaula

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Published by: deepak gartaula on Feb 25, 2010
Copyright:Attribution Non-commercial


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Series 1
Series 1
Job Descriptions
Relationships •
      O      D      U      L      E
Organizational Structure
Introduction1-2 Types of organizational structures3Organizational growth stages and their structural impact6So you still want to change your organizations structure8Preparing a memorandum for structural change9-10Remember . An organogram illustrates11 Jobs descriptions12-16Organizational relationships17-19Organizational types and functions20 Managing members and volunteers21-22
Table, Figures and Exercises
Figure 1:Structure of a traditional, hierarchial organization3Figure 2:Team structure4Figure 3:A network structure5Figure 4:Characteristics of organizations at different stages of growth7Figure 5:Growth structure11Figure 6:Model organogram (consolidation or mature structure)12-18ExerciseReviewing job descriptions 17Figure 8:Formal and informal organizational relationships18
Every program manager should be concerned about
organizational structure
, but it isoften the last thing on his or her mind. An effective structure facilitates management andclarifies relationships, roles and responsibilities, levels of authority, and supervisory or reportinglines. By reviewing an organization’s structure, a manager will be able to determine whichhuman, financial, and technical resources are available, how they should be allocated, and which resources are lacking.Using an
— a graphic representation of an organization’s structure — a manager will be able to define tasks, determine information flow within the organization, and ensureaccountability for achieving organizational goals and objectives.
 Job descriptions
shouldbe assigned to all staff. These job descriptions should reflect the organizational structure andhelp each staff member to know his or her:
 Job title
Specific tasks required
Supervisor and subordinates
Unit or department
 Minimum skills and/or qualifications required to perform the job.Sometimes, in complex organizations, grades or salary bands are included to let the staff person know the level of his or her position. Because organizational needs and structuresmay change from time to time, job descriptions should be periodically — and systematically — reviewed.Organizational structures often reflect the level of growth, or stage, of the institution. Thereare at least four levels of organizational growth recognized by management professionals;sometimes additional stages are included. The four stages are:
Emergent — organizations at the beginning stages with fragile management, fewsystems, and limited resources.

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