Category: Organizational Design

  • Structural configurations

    In the last byte, we looked at some of the questions that one would need to ask when designing an organization. In today’s byte, we try summarizing the various designs and some of the characteristics associated with it.
    The following table summarizes 5 structural configurations:



    We have earlier discussed about the various organizational structures possible and the implications of these designs etc in our discussion on organizational theory and development concepts.


    Your could read more about these form the following links:
    1. http://somanagement.blogspot.in/search/label/Organizational%20Theory
    2. http://somanagement.blogspot.in/search/label/Organizational%20Development%20%E0%B2%B5%E0%B3%8D%E0%B2%AF%E0%B2%B5%E0%B2%B9%E0%B2%BE%E0%B2%B0%E0%B2%BF%E0%B2%95%20%E0%B2%89%E0%B2%A8%E0%B3%8D%E0%B2%A8%E0%B2%A4%E0%B2%BF

    So we shall limit our discussion on organizational structure and move to understanding organizational culture.
  • Dimensions of Organizational Design 2

    In the last byte, we looked at the definitions of the various dimensions of organizational design. In today’s byte, we continue the discussion a bit further.

    Most often we can think of organization design, and wonder where to start. Prof Henry Mintzberg has suggested begining with the following questions to help get clarity:

    1. How many tasks should a given position in the organization contain, and how specialized should each task be?
    2. How standardized should the work content of each postion be?
    3. What skills, abilities, knowledge, and training should be required for each position?
    4. What should be the basis of grouping of positions within the organizations into units, departments, divisions, and so on?
    5. How large should each unit be, and what should the spn of control be?
    6. How much standardization should be required in the output of each position?
    7. What mechanisms should be established to help individuals in different positions and units to adjust to th needs of other individuals?
    8. How centralized or decentralized should decision-making power be in he chain of authority? Should most of the decisions be made down in the chain or authority or at the top?
  • Dimensions of Organizational Design

    In the last byte, we looked at horizontal linkage as a means of integration. In today’s byte, we define 6 dimensions of organizational design:

    1. Formalization – the degree to which the organization has official rules, regulations and procedures
    2. Centralization – the degree to which decisions are made at the top of the organization
    3. Specialization – the degree to which jobs are narrowly defined and depend on unique expertise
    4. Complexity – the degree to which mny different types of activities occur in the organization
    5. Hierarchy of authority – the degree to vertical differentiation across levels of management.
  • Organizational Design & Structure

    In the last byte, we looked at the managerial implications of the discussion on work/task design. In today’s byte, we begin our discussion on Organization Design.

    Organization design refers to the process of constructing and adjusting an organization’s structure to achieve its goals.
     
    The starting point of this design process is the organization’s goals – these goals are then broken down into tasks as the basis for jobs. These jobs are grouped into departments [Recollect the earlier discussion on the business functions here] and these departments are linked into forming the organizational structure.

    Going ahead we shall discuss about:
    1. Design Processes of Differentiation and Integration
    2. Design dimensions of an organizational structure
    3. Structural Configurations of organizations
    4. Size, technology, environment, strategy and goal – their inter relations
    5. Forces shaping today’s organization