PowerPoint Presentation

ninth edition. STEPHEN P. ROBBINS. PowerPoint Presentation by Charlie Cook The University of West Alabama.

[Audio] We are discussing Organizational Structure and Design, from the ninth edition of the book by Stephen P. Robbins and Mary Coulter. Now, let's look at the Learning Outline for this chapter. We will be discussing topics such as work specialization, chain of command, span of control, five forms of departmentalization, cross-functional teams, authority, responsibility, and unity of command, centralization and decentralization, and formalization. All of these are integral components of organizational design and structure. So, let's begin!.

[Audio] In this chapter, we will be exploring the key aspects of organizational structure and design. We will examine how size, technology, and environmental uncertainty impact organizational design, as well as the disparity between mechanistic and organic organizations and the association between strategy and structure. To further explore this topic, we will be following the learning outline from the ninth edition of the book by Stephen P. Robbins and Mary Coulter..

[Audio] This chapter aims to discuss the organizational structures and designs as outlined in the ninth edition of the book by Stephen P. Robbins and Mary Coulter. We will first review the three traditional organizational designs: team, matrix, and project structures. Subsequently, we will analyze the design of virtual and network organizations. Finally, we will consider the organizational design challenges currently faced by managers. Make sure to take notes carefully and ask questions as needed..

[Audio] Organizational Structure and Design plays an important role in an organization's performance. This chapter will discuss the notion of formulating organizational structure, a system for setting up roles in an organization, and the process of organizational design which takes into account six chief elements. These are work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. All of these elements have an impact on how an organization operates and can have a major effect on its efficiency..

[Audio] Organizing divides the work to be done into specific jobs and departments, assigns tasks and responsibilities associated with individual jobs, clusters jobs into units, and establishes relationships among individuals, groups, and departments. It also establishes formal lines of authority, allocates and deploys organizational resources. This is outlined in the ninth edition of the book by Stephen P. Robbins and Mary Coulter..

[Audio] Organizational structure and design are essential components for comprehending organizational dynamics. This chapter takes a look at work specialization, the extent to which activities in an institution are divided into individual tasks. Advantages and potential drawbacks of extensive specialization, including tedium, exhaustion, strain, low quality, heightened truancy, and elevated turnover, will be discussed..

[Audio] This chapter is about Organizational Structure and Design, and I'm referring to the ninth edition of the book by Stephen P. Robbins and Mary Coulter. Organizational structure is the way an organization arranges its lines of authority, communications and responsibilities so that it can reach its goals. We can talk about different types of departmentalization depending on the organization's needs, such as functional grouping jobs by the functions performed, product grouping jobs by product line, geographical grouping jobs on the basis of territory or geography, process grouping jobs on the basis of product or customer flow, and customer grouping jobs by type of customer and needs..

[Audio] A functional structure is one of the many structures that organizations can use. In functional departmentalization, departments are formed according to the tasks they do. The advantages of this approach are that efficiencies are gained from putting together similar specialties and people with common skills, knowledge, and orientations, and there is improved coordination within the functional area due to in-depth specialization. The downside of this type of structure, however, is that it can lead to poor communication across functional areas and a limited view of organizational goals..

[Audio] Organizational structure and design is an important factor for a successful organization. Geographical departmentalization is one example of an organizational structure that has its advantages and disadvantages. One key advantage of this design is that issues related to specific regions can be more effectively and efficiently addressed. Additionally, it allows an organization to better serve the needs of unique geographic markets. However, it also has disadvantages, such as potentially creating duplication of functions, and leading to feeling of isolation from other areas..

[Audio] Organizational structure and design require proper consideration to guarantee maximum output and proficiency. Employing product departmentalization could be advantageous in this context, permitting specialization in products and services, and assisting managers in becoming industry professionals. Moreover, it allows for a more intimate relationship with customers, although it can result in redundant operations and a limited grasp of organizational objectives..

[Audio] Organizational structure and design significantly affects how businesses carry out activities in terms of effectiveness and production. This chapter considers one such organizational structure: procedure departmentalization. Procedure departmentalization involves separating the organization into departments depending on processes, instead of products or geographic locations for instance. This can generate more effective flows of work activities as tasks that have common features are bundled together and overseen by the same department. Still, it is necessary to remember that this form of organizational structure is not always applicable, as it may not be suitable in all business scenarios..

[Audio] Organizational structure and design is a key element for a company to reach success and is often disregarded. In this chapter we will cover the concept of customer departmentalization. This type of organizational structure involves having customer-oriented experts to predict and solve potential problems. Nevertheless, it is fundamental to remember that this structure could result in the replication of duties that could highly limit the view of the organizational aims and purposes. Organizations must choose the structure that best meets its objectives..

[Audio] Organizational structure and design is an important concept to be discussed. Ninth edition of the book written by Stephen P. Robbins and Mary Coulter states that an essential part of organization structure is the chain of command. This chain of command is a line of authority which goes from the highest level of the organization to the lowest, which clarifies who is accountable to whom..

[Audio] Organizational structure and design is a crucial part of the corporate world. It covers topics like authority, responsibility, and unity of command. Authority alludes to the privilege connected with a managerial role to provide orders and anticipate them to be followed. Responsibility refers to the requirement of a person to execute their tasks. Moreover, the idea of unity of command implies that a person should have only one superior and they are expected to report to that person only. These three components incorporated can lead to the creation of a successful organizational structure..

[Audio] A manager's 'Span of Control' refers to the number of employees that can be effectively and efficiently supervised. Factors such as the manager's skills and abilities, the characteristics of the employees, the type of work, the tasks, the physical proximity of the subordinates, and the standardization of tasks all influence the width of this span. This structure ultimately helps the organization to carry out its tasks with maximum productivity..

[Audio] Concept of Span of Control is an important factor to consider when analyzing organizational structure and design. It refers to the number of subordinates a manager is responsible for. Generally, a narrow Span of Control implies that one supervisor has few employees, whereas a wide span of Control implies that one supervisor is liable for a larger number of subordinates. Exhibit 10–3 Contrasting Spans of Control indicates the differences between a narrow and a wide span of control and their consequent effects. As depicted, a wide span of control can lead to lack of coordination and control, in contrast to more oversight and control in a narrow span of control. Thank you for your attention..