Job rotation

Job enlargement

Job enrichment

Skill variety

Job specialization (Designing jobs) Task identity

Job characteristics approach Task significance

Autonomy

Feedback

Work teams

Grouping jobs involving the same or similar

Functional Departmentalization
activities

Grouping activities around products or

Product Departmentalization
product groups

Departmentalization (Grouping jobs)

Grouping activities to respond to and
Customer Departmentalization interact with specific customers or
customer groups

The basic elements of Grouping jobs on the basis of defined

Location Departmentalization
Organizing geographic sites or areas

Unity of command
Chain of command
Scalar principle

Establishing reporting relationships

Span of management

Tall versus Flat organizations

Power that has been legitimized by the

Delegation
organization
Distribution of Authority
Decentralization and Centralization

Pooled interdependence

three major forms of interdependence Sequential interdependence

Reciprocal interdependence
Coordination
Structural Coordination Techniques

Electronic Coordination

The Bureaucratic Model of

Organization Design
Organization
Structure and Design Unit or small-batch technology

Conversion process used to transform

Technology Large-batch or mass-production technology
inputs to outputs

Continuous-process technology

Situational Influences on Mechanistic organizations stable environments.

Environment
Organization Design Organic organizations unstable and unpredictable environments.

Total number of full-time or full-time

Organizational size
equivalent employees
Organizational size and life cycle
Organizational life cycle

Functional (U-form) design

Conglomerate (H-form) design

Basic Forms of Organization
Divisional (M-form) design
Design
Matrix design

Hybrid Designs

Team organization
Emerging issues in
Virtual organization
Organization Design
Learning organization