2600 Legarda St.

Sampaloc Manila
@ArellanoUniversityOfficial
8-734-7371
www.arellano.edu.ph
Info@arellano.edu.ph
In partial fulfillment of the Assignment

Foundation of Organization Structure

I. Introduction

 What is Organizational Structure?

An organizational structure is a

system that outlines how certain

activities are directed in order to

achieve the goals of an

organization. These activities can

include rules, roles, and

responsibilities.

II. Objective
 The learners help everyone
 involved in a company to clarify

and understand everyone else's

role and scope.

 Identify the six key elements that

define an organization’s structure

 Explain the characteristics of a

bureaucracy

 Describe a matrix organization

 Explain the characteristics of a

“virtual” organization

 Summarize why managers want

to create boundaryless

organizations

 Contrast mechanistic and organic

structural models

 List the factors that favor different

organizational structures

 Explain the behavioral

implications of different

organizational designs
III. Content
 By structure, we mean the

framework around which the

group is organized, the

underpinnings which keep the

coalition functioning. It's the

operating manual that tells

members how the organization is

put together and how it works.

More specifically, structure

describes how members are

accepted, how leadership is

chosen, and how decisions are

made. The degree to which tasks

are divided into sub-tasks and

each sub-task is carried out by an

individual employee is referred to

as work specialization. The

grouping of similar jobs to

achieve better coordination

among them is referred to as

departmentalization. The chain of

command is an unbroken line of

 authority that establishes clear

reporting relationships among

various levels in the organization.

The ratio of managers to their

immediate subordinates in an

organization is referred to as

span of control. A bureaucracy is

characterized by highly routine

operating tasks, very formalized

rules, and tasks that are grouped

into functional departments.

 The degree to which decision

making power is concentrated at

the top most level of the

organization is referred to as

centralization. The degree to

which rules and procedures

govern the duties and

responsibilities of employees in

organizations is referred to as

formalization. The three most

commonly used organization

 structures are simple structure,

bureaucratic structure and matrix

structure. In simple structures,

there is a low degree of

departmentalization and

formalization, a wide span of

control and centralized decision

making.

IV. Synthesis/Evaluation
 Organizational structure is

something that is best decided

upon internally, through a

process of critical thinking and

discussion by members of the

group.

 Structure gives members clear

guidelines for how to proceed. A

clearly established structure

gives the group a means to

maintain order and resolve

disagreements.
  Structure binds members

together. It gives meaning and

identity to the people who join the

group, as well as to the group

itself.

 organization, by definition,

implies a structure. Your group is

going to have some structure

whether it chooses to or not. It

might as well be the structure

which best matches up with what

kind of organization you have,

what kind of people are in it, and

what you see yourself doing.

V. Reference
 https://ctb.ku.edu/en/table-of-

contents/structure/organizational-

structure/overview/main
 https://www.csus.edu/indiv/s/

sablynskic/ch15.htm
 2600 Legarda St. Sampaloc Manila

@ArellanoUniversityOfficial

8-734-7371

www.arellano.edu.ph

Info@arellano.edu.ph

In partial fulfillment of the Assignment

Work Design and Technology

I. Introduction

Work Design and Technology helps in

keeping the business fully organized.

creates conditions for support and

connection, performance and growth is

associated with increased employee

and organizational performance, greater

commitment to the organization, higher

engagement, creativity, innovation, and

productivity.
II. Objective

 Contrast process reengineering

and continuous improvement

processes.

 Summarize the implications of e-

organizations on individual

behavior.

 Explain the job characteristics

model.

 Contrast the social information

processing model to the job

characteristics model.

 Explain how work space design

might influence employee

behavior.

 Describe how a job can be

enriched.

 Contrast flextime and job sharing.

 Compare the benefits and

drawbacks to telecommuting from

the employee’s point of view.

III. Content
 The SMART Work Design model-

link will open in a new window,

developed by Professor Sharon

Parker at the Centre for

Transformative Work Design- link

will open in a new window, can

be used by employees and

employers when considering the

psychosocial aspects of work,

including addressing

psychosocial risks.

 Well-designed work can also help

to mitigate against the

psychosocial risks associated

with organizational changes such

as downsizing and lean

production

 Work design theory is based on

the assumption that certain jobs,

 tasks or role characteristics as

well as the broader social and

contextual aspects of work

engender psychological states

such as intrinsic motivation that

result in certain outcomes at the

individual, group and

organizational levels . This

interrelationship also includes an

implicit assumption that certain

employee characteristics are

present and that there is a match

between the employee

characteristics and organizational

task requirements.

IV. Synthesis/Evaluation

 It encourages new roles within

organizations as new
 technologies demand new skills

and tasks from workers. Firms

respond by changing job design

the mix of tasks assigned to

workers and subsequently their

demand for workers with different

skills. It can also mean changes

to the physical layout of an

organization. For example,

switching over to computers from

hand filing might mean that file

clerks are no longer needed. This

changes the layout of an office.

 These kinds of technological

changes can also make

organizations more efficient.

While upgrading the technology

might be initially expensive, it can

help organizations save money in

the long term.

 V. Reference

 https://wol.iza.org/articles/how-is-new-

technology-changing-job-design/long

 https://www.csus.edu/indiv/s/

sablynskic/ch16.htm

 https://www.thriveatwork.org.au/

resources/work-design/