Organisational-Structure

1、SunderlandschoolofmanagementOrganisationalStructureSunderlandschoolofmanagementHowtomanageyourclass(organization)Inyourclass,thereare()students.Soyoumustfindaneffectiveapproachtomanageyourclass.Otherwiseyourclasswillbedisordered.Sohowtodealwiththisquestion?SunderlandschoolofmanagementDiscussionswithyourclassmatesbetweengroupsSunderlandschoolofmanagementOrganisationalStructureInordertounderstandhowanorganisationworksanddevelopsitisnecessarytoanalyzeandstudystructure.Sunderlandschoolofmanagement。

2、OrganisationalStructureItisanimportantmanagementconsiderationbecause:Inanybusiness‘howtostructure?’isabasicquestionseniormanagerswillbeconfrontedwith,often!Itisanimportantfactorinwhetherornotanorganisationiseffective.ItcanalsoaffecthowthepeopleinitbehaveSunderlandschoolofmanagementOrganisationalStructureThepurposeoforganisationalstructureistodivideupandco-ordinateactivitiesAccordingtoLaurieJMullins(2005)“Structureisthepatternofrelationshipsamongpositionsintheorganisationandamongmembersoftheor。

3、ganisation.Thepurposeofstructureisthedivisionofworkamongmembersoftheorganisation,andthemembersoftheiractivitiessotheyaredirectedtowardsachievingthegoalsandobjectivesoftheorganisation”SunderlandschoolofmanagementTypesofStructureCanbetwotypesofstructure:FormalInformalSunderlandschoolofmanagementFormalStructureDeliberatelyconstructedTolinkindividualsinanestablishednetworkofrelationshipsTogrouptogetherthetasksrequiredtofulfilorganisationalobjectivesAbilitytoallocateauthoritytoensurecertaintas。

4、ksareperformedTocoordinatetheobjectivesofseparatedepartmentsToenabletheflowofworkSunderlandschoolofmanagementInformalStructureInformalstructureisprevalentinallorganisationsMaysupplementandimprovetheformalstructureInformalorganisationismadeupof:GroupsorcliquesInformalcustomsInformalchannelsofcommunicationSunderlandschoolofmanagementOrganisationalStructureSowhatinfluencesorganisationalstructure?SizeThenatureoftheworkTheenvironmentitoperatesinHowoldthecompanyisCultureLeadershipSunderl。

5、andschoolofmanagementOrganizationalStructureElementsSpanofControlCentralizationDepartmentationFormalizationElementsofOrganizationalStructureSunderlandschoolofmanagementSpanofcontrolReferstothenumberofsubordinatesimmediatelyreportingtoasuperiorofficialAmanagers’capabilitylimitsthespanofcontrolThenatureofthemanagersworkloadSubordinates’workInteractionbetweenthesubordinatesSunderlandschoolofmanagementSpanofControlNumberofpeopledirectlyreportingtothenextlevelAssumescoordinationthroughdirectsu。

6、pervisionWiderspanofcontrolpossiblewithothercoordinatingmechanismspresentSunderlandschoolofmanagementTrendTowardFlatterStructuresFirmsmovingtowardflatterstructuresCutscostsPutsdecisionmakersclosertofront-lineinformationSupportsempowermentProblem:riskofcuttingtoomuchmiddlemanagementSunderlandschoolofmanagementTallandflatAtallorganisationisonewhichhasalargenumberoflevelsofmanagementhierarchyAflatorganisationisonewhichhasasmallnumberoflevelsofmanagementhierarchyDelayeringisthereductionofth。

7、enumberofmanagementlevelsfrombottomtotopSunderlandschoolofmanagementTallStructureSunderlandschoolofmanagementTallStructureAdvantagesThereisanarrowspanofcontrolieeachmanagerhasasmallnumberofemployeesundertheircontrol.Thismeansthatemployeescanbecloselysupervised.Thereisaclearmanagementstructure.Thefunctionofeachlayerwillbeclearanddistinct.Therewillbeclearlinesofresponsibilityandcontrol.ClearprogressionandpromotionladderThefreedomandresponsibilityofemployees(subordinates)isrestricted.Decision。

8、makingcouldbesloweddownasapprovalmaybeneededbyeachofthelayersofauthority.Communicationhastotakeplacethroughmanylayersofmanagement.Highmanagementcostsbecausemanagersaregenerallypaidmorethansubordinates.Eachlayerwilltendtopayit’smanagersmoremoneythanthelayerbelowit.SunderlandschoolofmanagementFlatstructuresSunderlandschoolofmanagementFlatstructuresAdvantagesMore/Greatercommunicationbetweenmanagementandworkers.Betterteamsprit.Lessbureaucracyandeasierdecisionmaking.Fewerlevelsofmanagementwhich。

9、includesbenefitssuchaslowercostsasmanagersaregenerallypaidmorethanworker.WidespanofcontrolDisadvantagesWorkersmayhavemorethanonemanager/boss.Maylimit/hinderthegrowthoftheorganisation.Structurelimitedtosmallorganisationssuchaspartnerships,co-operativesandsomeprivatelimitedcompanies.Functionofeachdepartment/personcouldbeblurredandmergeintothejobrolesofothers.SunderlandschoolofmanagementCentralisationandDecentralisationCentralisation–Theconcentrationofauthorityformakingmostdecisionsatthetople。

10、velofmanagementDecentralisation–ThedispersionofauthoritytomakedecisionsthroughoutalllevelsoftheorganisationSunderlandschoolofmanagementFormaldecisionmakingauthorityisheldbyafewpeople,usuallyatthetopCentralizationDecisionmakingauthorityisdispersedthroughouttheorganizationDecentralizationCentralizationandDecentralizationSunderlandschoolofmanagementCentralisationandDecentralisationWhatdoyouthinkaretheadvantagesanddisadvantagesofCentr。