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Organizational Behavior

An examination of workplace behavior, motivation, and leadership impact on employees.

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    ORGANIZATIONAL BEHAVIOR

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    Objective 1. Identify the six key elements that define an organization’s structure. 2. Explain the characteristics of a bureaucracy. 3. Describe a matrix organization. 4. Explain the characteristics of a virtual organization. 5. Summarize why managers want to create boundaryless organizations. 6. Contrast mechanistic and organic structural models. 7. List the factors that favor different organizational structures. 8. Why do structures differ? L E A R N I N G O B J E C T I V E S

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    What Is Organizational Structure? Key Elements: • Work specialization • Departmentalization • Chain of command • Span of control • Centralization and decentralization • Formalization

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    What Determines Organizational Structure? À To what degree are tasks subdivided into separate jobs? Á On what basis will jobs be grouped together? Â To whom do individuals and groups report? Ã How many individuals can a manager efficiently and effectively direct? Ä Where does decision - making authority lie? Å To what degree will there be rules and regulations to direct employees and managers?

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    Key Design Questions and Answers for Designing the Proper Organization Structure

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    Strategy Why Do Structures Differ? Organization Size Technology Environment

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    Common Organization Designs A Simple Structure: Jack Gold’s Men’s Store

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    Organizational Chart of a Manufacturing Firm Board member Board member Board member Board member Chief Executive Officer Legal counsel President Industrial Products Director - Human Resources Consumer Products Director - Human Resources Western Region Industrial Products Sales Manager Eastern Region Industrial Products Sales Manager Western Region Consumer Products Sales Manager Eastern Region Consumer Products Sales Manager etc. etc. etc. etc. etc. etc. etc . etc. etc. etc. Industrial Products Director - Production Consumer Products Director - Production Industrial Products Director - R&D Consumer Products Director - R&D V.P Research and Development V.P Sales/ Marketing V.P Human Resources V.P Production Industrial Products Director - Sales Consumer Products Director - Sales

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    Tall versus Flat Organizations Chief Executive Chief Executive Tall hierarchy Flat hierarchy Relatively wide span of control Relatively narrow span of control Tall Organization Flat Organization

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    A Product Organization Pro - duction Acctg. Sales R&D Pro - duction Acctg. Sales R&D Pro - duction Acctg Sales R&D Product Group 2 Product Group 1 Product Group 3 President Chief Executive Officer

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    A Horizontal Organization Team responsible for core process (e.g., generating and fulfilling orders) Team responsible for core process (e.g., product development) Team responsible for core process (e.g., flow of materials) Adviser Adviser Adviser Overall Manager Objective: Reduced cycle time Objective: More new products Objective: Enhanced product quality

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    Common Organization Designs

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