2.2 Organizational Structure Flashcards
Informal organization
unofficial network, interaction among relatives, present during work, meetings, lunch, etc. doesnt officially exist. social position. informal communication.
Formal organization
official structure, group of norms, order an organization. authority, responsibilities defined. formal channels of communication written clearly
Organizational structure
formal system that orders and directs the different elements of an organization in order to achieve its aims: rules, procedures, roles, functions, responsibilities
Organizational chart
Representation, showing the levels of hierarchy, lines of authority, control, accountability, communication
Delegation
manager gives responsibilities to the subordinate, accountability of the outcomes
Line manager
- authority to make decisions
- no responsibilities from outcomes
Bureaucracy
managing system that has rules and procedures to make decisions
highly bureaucratic organizations have many rules and is less motivating
Staff manager
authority to communicate the decisions made by a line manager without the responsibility for those decisions
Centralization
decision making is set on a central individual or group of individuals
Decentralization
decision making distributed among different levels of an organization
De-layering
removal of levels of hierarchy from the structure of an organization to reorganize, improve communicaton and efficiency and reduce bureaucracy
Hierarchy
System organizing/ranking people according to their power or importance
Chain of command
official hierarchy in an organization, indicates who reports to which manager and which manager has authority over specific employees
Span of control
number of people reporting to a specific manager.
wide: many people report to the manager
narrow: small number of people reporting
Matrix structure
combines two different types of organizational structure, commonly by function with by product or project
Tall or vertical organizational structure
- many levels of hierarchy
- narrow span of control
- centralized decision-making
- long chaing of command
- autocratic leadership
- limited delegation
Flat or horizontal organizational structure
- few levels of hierarchy
- wider spans of control
- decentralized decision-making
- shorter and diffuse chains of command
- democratic leadership
- increased delegation
Project-based oganization
organizes works into projects creating temporary systems for carrying out different projects
Shamrock organizations
devides hr into three leafs:
first leaf: core managers, technicians and employees essential to the business
second leaf: outsource/contractual fringe, non-core activties subcontracted out to specialist businesses
third leaf: flexible and temporary workforce made up of seasonal workers or part timers
Business plan
Specific objectives of each business area. main objectives being productivity, expansion and profitability
