SLIDE 1

ORGANIZATION

An organization is not a haphazard collection of people, but a meaningful combination of groups

and individuals working together purposefully to meet organizational goals.

SLIDE 2

ORGANIZATIONAL STRUCTURE

  Itrefers to the formal configuration between individuals and groups with respect to the
allocation of tasks, responsibilities, and authority within organizations. 
 The organizations created the structures to coordinate the activities of work factors and
control the member performance.

SLIDE 3

 ORGANIZATIONAL CHART

SLIDE 4

 Organization charts are useful tools for specifying how various tasks or functions are
interrelated within organizations. 
Image source: https://media.istockphoto.com/vectors/organizational-chart-corporate-business-hierarchy-
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SLIDE 5
BASIC ELEMENTS OF ORGANIZATIONAL STRUCTURE
 THEN YUNG GRAPH NA PINAGAWA KO HEHE

SLIDE 6

Division of Labor
 The standard organization chart reflects the fact that the many tasks to be performed
within an organization are divided into specialized jobs. 
 The more tasks are divided into separate jobs, the more those jobs are specialized and
the narrower the range of activities incumbents are required to perform. 

SLIDE 7

 Span of Control
 The number of people formally required to report to each individual manager is
immediately clear. This number constitutes what is known as a manager's span of
control
 Those responsible for many individuals are said to have a wide span of control, whereas
those responsible for fewer are said to have a narrow span of control. 

SLIDE 8
Image source:https://theintactone.com/2019/03/01/be-u1-topic-8-organizational-structure/

SLIDE 9

Line versus Staff Positions

 A line position is a position that has authority and responsibility for achieving the major
goals of the organization. 
 A staff position is a position whose primary purpose is providing specialized expertise
and assistance to line positions. 

SLIDE 10

 Decentralization
 The president of General Motors, introduced the notion of a "central office," the place
where a few individuals made policy decisions for the entire company. Another part of
Sloan's plan involved pushing decisions regarding the day-to-day operation of the
company lower on the organizational hierarchy, thereby allowing the individuals who
were most affected by corporate decisions to make those decisions themselves.
 This process of delegating power from higher to lower levels within organizations.
 It is the opposite of centralization, the tendency toward allowing only a few powerful
individuals or groups to hold most of the decision-making power. 

SLIDE 13

MECHANISTIC AND ORGANIC STRUCTURES

MECHANISTIC ORGANIC

Stability  Change unlikely  Change likely 

Specialization Many specialists  Many generalists 

Formal rules  Rigid rules  Considerable flexibility 

Authority  Centralized in a few top Decentralized, diffused throughout the

people  organization 

SLIDE 11 

MECHANISTIC AND ORGANIC STRUCTURES

Mechanistic Structure
 A mechanistic structure, also known as a bureaucratic structure, describes
an organizational structure that is based on a formal, centralized network. 
Organic Structure
 Organic structures are used in organizations that face unstable and dynamic
environments and need to quickly adapt to change. When an environment changes,
an organization must be able to gather, process, and disseminate information very
quickly. 

SLIDE 12

 Communication is lateral and rapid in these complex environments.

 Needs can change quickly in an organic organization, making it necessary to
continually redefine tasks that allow each person to be responsible for multiple tasks
at a time. 
 Organic organizations also practice joint specialization
 

SLIDE 14

A MATRIX ORGANIZATION 

 In a matrix organization, a product structure is superimposed on a functional structure.

 This results in a dual system of authority in which some managers report to two bosses
—a project (or product) manager and a functional (departmental) manager.

 Organizations are most likely to adopt matrix designs when they confront certain
conditions. These include a complex and uncertain environment (one with frequent
changes), and the need for economies of scale in the use of internal resources.

SLIDE 15

Advantages of matrix design

1. They permit flexible use of an organization's human resources. 
2. Matrix designs offer medium-size organizations an efficient means of responding quickly
to a changing, unstable environment
3. Such designs often enhance communication among managers,