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School of Business. Organisation Structure презентация
Содержание
- 1. School of Business. Organisation Structure
- 2. Lecture’s topics What is organisation structure?
- 3. Organisation Structure Organisation structure describes the
- 4. Organisation Charts Organisation structure is often
- 5. An Organisation Chart (example 1)
- 6. An Organisation Chart (example 2)
- 7. Types of structure Formal structure: The
- 8. Types of structure Informal structure: The
- 9. The Basic Elements of Structure 1.
- 10. Work Specialisation a job is broken
- 11. Negative results of work specialisation
- 12. Chain of Command The continuous chain
- 13. Chain of Command Early management writers
- 14. Chain of Command Some concepts closely
- 15. Authority The right that a person
- 16. Responsibility An employee’s duty to perform
- 17. Accountability Employees with formal authority over
- 18. Delegation Managers giving people who are
- 19. Authority vs Power Authority Power
- 20. Span of Control The number of
- 21. Span of Control The level of
- 22. Span of Control
- 23. Centralisation vs Decentralisation Centralised organisations: decisions
- 24. Departmentalisation refers to how the various
- 25. e.g. Functional Departmentalisation
- 26. Types of Structure Mechanistic structure Organic structure (Burns & Stalker, 1961)
- 27. Mechanistic Structure High in specialisation. High
- 28. Organic Structure Knowledge is widely spread.
- 29. Types of structure One of the
- 30. Types of structure Mechanistic structure: Rigid
- 31. Types of structure Mechanistic structure: Best
- 32. Types of structure Mechanistic structures are
- 33. Types of structure Organisations could use
- 34. Group Work Produce
Lecture’s topics What is organisation structure? What are the basic elements of organisation structure? What are the basic types of organisation structure?
Слайд 2
Lecture’s topics
What is organisation structure?
What are the basic elements of organisation
structure?
What are the basic types of organisation structure?
What are the basic types of organisation structure?
Слайд 3
Organisation Structure
Organisation structure describes the way work is
divided, supervised and
coordinated.
Слайд 4
Organisation Charts
Organisation structure is often represented by an
organisation chart –
i.e. a chart showing the main
departments and work positions in the organisation
and the reporting relations between them.
departments and work positions in the organisation
and the reporting relations between them.
Слайд 7
Types of structure
Formal structure:
The official structure of the organisation.
The official guidelines,
documents or procedures setting out how the organisation’s activities are divided, supervised and coordinated.
Слайд 8
Types of structure
Informal structure:
The unofficial, but often critical, working relationships between
organisational members.
If this could be drawn, it would show who talks to and interacts regularly with whom regardless of their formal titles and relationships.
If this could be drawn, it would show who talks to and interacts regularly with whom regardless of their formal titles and relationships.
Слайд 9
The Basic Elements of Structure
1. Work specialisation
2. Chain of command
3. Span
of control
4. Centralisation vs Decentralisation
5. Departmentalisation
4. Centralisation vs Decentralisation
5. Departmentalisation
Слайд 10
Work Specialisation
a job is broken down into a number of steps
and each step is completed by a separate individual
different employees have different skills
need to make efficient use of the diversity of skills that employees have
different employees have different skills
need to make efficient use of the diversity of skills that employees have
Слайд 12
Chain of Command
The continuous chain of authority that extends
from the
highest levels in an organisation to the
lowest levels and clarifies who reports to whom.
lowest levels and clarifies who reports to whom.
Слайд 13
Chain of Command
Early management writers believed that each
employee should report
to only one manager –
a term called unity of command.
a term called unity of command.
Слайд 14
Chain of Command
Some concepts closely related to chain of command:
Authority
Responsibility
Accountability
Delegation
Слайд 15
Authority
The right that a person in a specified role has to
make
decisions, allocate resources or give instructions.
If managers attempt to give instructions beyond their
area of formal authority, they are likely to meet
resistance.
decisions, allocate resources or give instructions.
If managers attempt to give instructions beyond their
area of formal authority, they are likely to meet
resistance.
Слайд 16
Responsibility
An employee’s duty to perform assigned activities
and to meet the
expectations associated with a
task.
task.
Слайд 17
Accountability
Employees with formal authority over an area are
required to report
on their work to those above
them in the chain of command.
them in the chain of command.
Слайд 18
Delegation
Managers giving people who are below them in
the chain of
command the authority to undertake
specific activities or decisions.
specific activities or decisions.
Слайд 20
Span of Control
The number of persons (subordinates) directly
reporting to a
manager.
The right number must be found in order for these people to be managed effectively and efficiently.
The right number must be found in order for these people to be managed effectively and efficiently.
Слайд 21
Span of Control
The level of direct supervision an employee needs
decreases
with the level of experience they have and
training they receive.
training they receive.
Слайд 23
Centralisation vs Decentralisation
Centralised organisations: decisions are made
by a few people
at the centre of the organisation.
Decentralised organisations: decisions are pushed
down to the level closest to where the problem is.
Decentralised organisations: decisions are pushed
down to the level closest to where the problem is.
Слайд 24
Departmentalisation
refers to how the various activities of the organisation are grouped
together into units
a manager is in charge of each unit
a manager is in charge of each unit
Слайд 27
Mechanistic Structure
High in specialisation.
High in centralisation.
High in formalisation (i.e. the practice
of using written documents to direct and control employees).
Communication is vertical.
Communication is vertical.
Слайд 28
Organic Structure
Knowledge is widely spread.
There are few prescriptive job descriptions and
rules and regulations are kept to a minimum.
Cross-functional team work is encouraged.
Communication is horizontal.
Cross-functional team work is encouraged.
Communication is horizontal.
Слайд 29
Types of structure
One of the these two types of structure is
frequently
called a ‘bureaucracy’. Which one is it?
called a ‘bureaucracy’. Which one is it?
Слайд 30
Types of structure
Mechanistic structure:
Rigid and stable.
Organic structure:
Flexible and highly adaptive.
Слайд 31
Types of structure
Mechanistic structure:
Best at simple and repetitive tasks.
Organic structure:
More effective
at complex and unique tasks.
Слайд 32
Types of structure
Mechanistic structures are most effective in stable
environments.
Organic structures
are most effective in dynamic
and uncertain environments.
and uncertain environments.
Слайд 33
Types of structure
Organisations could use a combination of the
two types.
e.g.
finance department – mechanistic
advertising department – organic
advertising department – organic
Слайд 34
Group Work
Produce an organisation chart that, to the best of
your
knowledge, represents the structure of the University of
Nicosia. Use an exclamation mark for departments or
units that you know with certainty that they exist (such
as academic affairs or finance). Use a question mark for
those that you think might be part of this organisation.
You should produce separate charts for the academic
and administrative structures of the institution.
knowledge, represents the structure of the University of
Nicosia. Use an exclamation mark for departments or
units that you know with certainty that they exist (such
as academic affairs or finance). Use a question mark for
those that you think might be part of this organisation.
You should produce separate charts for the academic
and administrative structures of the institution.
