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Basic Organization Designs: Powerpoint Presentation by Charlie Cook All Rights Reserved
Basic Organization Designs: Powerpoint Presentation by Charlie Cook All Rights Reserved
Chapter 5
Basic
Organization
Designs
EXHIBIT 5.1
Copyright © 2004 Prentice Hall, Inc. All rights reserved. 5–5
Organizational Structure: Control
• Chain of command
The management principle that no person should
report to more than one boss
• Span of control
The number of subordinates a manager can direct
efficiently and effectively
EXHIBIT 5.2
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Line Versus Staff Authority
EXHIBIT 5.3
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Authority Versus Power
EXHIBIT 5.4a
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Authority Versus Power (cont’d)
EXHIBIT 5.4b
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Centralization And Decentralization
• Centralization
A function of how much decision-making authority is
pushed down to lower levels in an organization; the
more centralized an organization, the higher the level
at which decisions are made
• Decentralization
The pushing down of decision-making authority to the
lowest levels of an organization
EXHIBIT 5.5
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Types of Departmentalization
Functional
Product
Customer
Geographic
Process
EXHIBIT 5 .6
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Departmentalization
• Functional departmentalization
The grouping of activities by functions performed
• Product departmentalization
The grouping of activities by product produced
• Customer departmentalization
The grouping of activities by common customers
• Geographic departmentalization
The grouping of activities by territory
• Process departmentalization
The grouping of activities by work or customer flow
EXHIBIT 5.8
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Divisional Structure
EXHIBIT 5.9
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Other Organizational Structures
• Matrix structure
An organization in which specialists from functional
departments are assigned to work on one or more
projects led by a project manager
• Team-based structure
An organization that consists entirely of work groups or
teams
• Boundaryless organization
An organization that is not defined or limited by
boundaries or categories imposed by traditional
structures
EXHIBIT 5.10
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Learning Organization
• An organization that has developed the capacity
to continuously adapt and change because all
members take an active role in identifying and
resolving work-related issues.
Organization design
Information sharing
Leadership
Organizational culture
Source: Based on P.M. Senge. The Fifth Discipline: The Art and Practice of Learning Organizations (New
York: Doubleday, 1990); and R. M. Hodgetts, F. Luthans and S. M. Lee. “New Paradigm Organizations: EXHIBIT 5.11
From Total Quality to Learning to World Class,” Organizational Dynamics (Winter 1994) pp. 4–19
Copyright © 2004 Prentice Hall, Inc. All rights reserved. 5–26
Organization Culture
• Organization culture
A system of shared meaning within an organization
that determines, to a large degree, how employees
act
Shared values are shown in cultural elements:
Stories, rituals, material symbols, and language unique
to the organization
Results from the interaction between:
The founders’ biases and assumptions
What the first employees learn subsequently from their
own experiences.
EXHIBIT 5.12
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