Organizing Resources, Structure and Systems

Chapter 6

Pio G. Castillo/BA100: Dana Tesone

Organizational Design
It provides structures that place work areas into departments. Functional Structure Structure by Product or Service Geographic Structure Structure by Customer
Determined

by the mission, grand strategy, size, scope and services, and commitment to effectiveness and efficiency of the enterprise

Organizational Design
Organizational structures may be revised only during phases of: Growth expansion in terms of scale and/or scope of operations Reengineering a major turnaround strategy resulting from poor performance that is an outcome of ineffective organizational design.

Organizational Design
Division of Labor Specialists vs. Generalists Satisfaction of employees and needs of the organization It is clearly defined by the organizational chart, which provides a representation of spans of management (measured by the number of direct reports to a single manager; formerly termed as span of control).

Organizational Design
Centralized vs. Decentralized Decision Making Scalar Relations (Chain of Command); Unity of Command

Gangplank

Interdepartmental Organization
It involves prioritizing and coordinating activities between one department and other departments. Influencing Skills is very crucial Quid pro quo relationships Bubble Management a manager realizes that the success of the department team depends on linkages with teams from other departments Organizational bank accounts Organizational currency

Interdepartmental Organization
Five Performance Criteria when dealing with other managers:
Expectations Procedures Resources Accountability

Consequences

Organizing Systems
Corporate Systems Enterprise Systems Department Systems

Work Unit Systems