LEVELS OF THE ORGANIZATION

Three main levels of organization:

1. Technical level – concerned with specific operations and defined tasks, with actual jobs to be done, and with
the performance of the technical function.
2. Managerial level – concerned with the coordination and integration of work, at the technical level.
3. Community level – concerned with the broad objectives and the work of the organization as a whole.

MINYBERG’S NINE DESIGN PARAMETERS

1. Job Specialization – determining what each employee in the organization will do.

Horizontal specialization – number of tasks in a given job

Vertical specialization – the worker’s control over these tasks.

2. Behavior Formalization – The standardization of work processes by the imposition of operating instructions,
job descriptions, rules, regulations, and the like.
3. Training and indoctrination – The use of formal instructional programs to establish and standardize the skills,
knowledge, and norms to do particular jobs.
4. Unit grouping – The optional bases by which positions are grouped by function performed or market served.
5. Unit size – The number of positions contained in a single unit.
6. Planning and control systems – systems to standardize outputs.
7. Liaison devices – Mechanisms used to encourage mutual adjustments within and among units.
(Bridge between two groups.)
8. Vertical decentralization – The extent to which decision-making is delegated to managers (top to bottom)
9. Horizontal decentralization – the extent to which non-managers control decision processes.

ORGANIZATIONAL RELATIONSHIPS

An organization relationship is a one-to-one relationship between businesses to allow users in each organization
to view calendar availability information. When you set up the organization relationship, you're responsible for
setting up your side of the relationship.

Work Design

A process for shaping the way your organization operates, to help you to pursue your strategies and meet
your goals. It involves setting up structures and systems, as well as helping people to adapt to new ways of
working.

Formal

There are clear lines of authority and communication, with each individual
having a specific role and set of responsibilities.

Span of Control

Each firm decides how many managers are needed at each level of the management
hierarchy to effectively supervise the work performed within the organization unit.