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Organisation Structures and Design

Organisation Structures and Design

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Published by Dr. Santosh Bagwe
Basics of Organisation Structures and Design
Basics of Organisation Structures and Design

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Published by: Dr. Santosh Bagwe on Mar 10, 2010
Copyright:Attribution Non-commercial


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Introduction to Organisation Structure and Design
Introduction to Organisation, Theory and Structure
Definition of Organisation Structure
The System Perspective
The Life-Cycle Perspective
Organisational Effectiveness
Goal Attainment Approach
The System Approach
The Strategic-Constituencies Approach
The Competing-Values Approach
Dimensions of Organisation Structure
Determinants - Strategy
Types of Stratégies
Classification Strategic Dimensions
Chandler’s Strategy-Structure Thesis
Miles and Snow’s Four Strategic Types
Porter’s Competitive Strategies
Determinants – Technology
Woodward’s Research
Knowledge based technology – Perrow’s Contribution
Technological Uncertainty – Thompson’s Contribution
Relationship between technology and complexity/Formalisation/Centralisation
Organisational Design Options
Common Elements in Organisations
The Simple Structure
The Bureaucracy
The Divisional Structure
The Adhocracy
Bureaucracy: A Closer Look
Features of Bureaucracy
Criticism of Bureaucracy
Is Bureaucracy a structural dinosaur?
You can’t ignore the obvious: Bureaucracies are everywhere
Adhocracy: A Closer Look 
Theory A, J, Z
The Collateral Form
The Network Structure
Other Examples of Adhocracy
Introduction to Organisation, Theory and Structure
Definition of Organisation Structure:
It defines-how task are to be allocated-who reports to whom-formal coordinating mechanisms and interaction patterns that will be followed.
Three components of Organisation Structure-Complexity: it is extent of differentiation within the organisation. It includes thedegree of specialisation or division of labour, the number of levels in org.‘shierarchy, and extent to which the org.’s units are dispersed geographically.-Formalisation: It is degree to which an organisation relies on rules andprocedures to direct the behaviour of employees.-Centralisation: It considers where the locus of decision making authority lies.

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