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ORGANISATIONAL STRUCTURE Falkné dr. Bánó Klára BGF Külkereskedelmi Főiskolai Kar
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Transcript of ORGANISATIONAL STRUCTURE Falkné dr. Bánó Klára BGF Külkereskedelmi Főiskolai Kar
ORGANISATIONAL STRUCTURE
Falkné dr. Bánó Klára
BGF Külkereskedelmi Főiskolai Kar
ORGANIZATIONAL STRUCTURE Definitions
’The specification of the jobs to be done within a business and how those jobs relate to one another.’
(Griffin and Ebert)
‘Structure is a means for attaining the objectives and goals of an organization.’ /Drucker/
ORGANIZATIONAL STRUCTURE Definitions
’Structure is the pattern of relationships among positions in the organization and among members of the organization. The purpose of structure is the division of work among members of the organization, and the coordination of their activities so they are directed towards achieving the goals and objectives of the organization.’ /Mullins/
THE BUILDING BLOCKS OF ORGANIZATIONAL STRUCTURE
JOB SPECIALIZATION – the use of individuals
with specialized skills to perform specialized tasks
within a business
DEPARTMENTALIZATION – the grouping of
jobs into logical units
a./ Customer departmentalization – according to the type of customer likely to buy a given product
THE BUILDING BLOCKS OF ORGANIZATIONAL STRUCTURE
b./ Product departmentalization – according to the specific goods produced
c./ Geographic departmentalization – according to the area of the country or world supplied
d./ Functional departmentalization – according to the group’s functions or activities
e./ Process departmentalization – according to the production process used to make a specific type of goods
• RESPONSIBILITY – a duty to accomplish assigned tasks
• AUTHORITY – the power to make decisions necessary to accomplish certain tasks
• DELEGATION – the assignment of a task, responsibility and/or authority by a manager to a subordinate
• ACCOUNTABILITY – the liability of a
subordinate in the event of non-performance of a
task
CENTRALISED ORGANISATION
an organisational structure in which most
decision-making authority is retained by
upper-level management.
Companies require multiple layers of
management resulting in a tall organisational
structure with narrow span of control.
DECENTRALISED ORGANISATION
an organisational structure in which a great deal of decision-making authority is delegated to lower-
levelmanagement.Companies require few layers of managementresulting in a flat organisational structure with broadspan of control.
SPAN OF CONTROLrefers to the number of subordinates who reportdirectly to a given manager or supervisor.
Outline of matrix organisation structure; solid lines-line authority, broken lines-project authority