Organizational Design and Structure
* 14 ORGANIZATIONAL design and structure14 ORGANIZATIONAL design and structure. Chapter Scan. Organizations are structured initially around tasks. As the organization develops, the structure of the ... www.swcollege.com/management/nelson-quick/instructor/uob1e/nqimch... Chapter Scan
Organizations are structured initially around tasks. As the organization develops, the structure of the organization can take on many characteristics. Mintzberg illustrated the basic structures as simple structure, machine bureaucracy, professional bureaucracy, divisionalized form, and adhocracy. There is a relationship between size and structure that affects the centralization of the organization. Technology affects organizational structures and affects whether they are categorized as mechanistic or organic.
LEARNING OBJECTIVES
After reading this chapter, you should be able to do the following: 1. Define differentiation and integration as organizational design processes 2. Discuss six basic design dimensions of an organization. 3. Briefly describe five structural configurations for organizations. 4. Describe four contextual variables for an organization. 5. Explain the four forces reshaping organizations. 6. Discuss emerging organizational structures. 7. Identify two cautions about the effect of organizational structures on people.
key terms The following key terms are introduced in Chapter 14. organizational design organizational structure contextual variable differentiation integration formalization centralization specialization standardization complexity hierarchy of authority simple structure machine bureaucracy professional bureaucracy divisionalized form adhocracy technological interdependence environment task environment environmental uncertainty organizational life cycle
THE CHAPTER
Organizations are structured initially around tasks. As the organization develops, the structure of the organization can take on many characteristics. Mintzberg illustrated the basic structures as simple structure, machine bureaucracy, professional bureaucracy, divisionalized form, and adhocracy. There is a relationship between size and structure that affects the centralization of the organization. Technology affects organizational structures and affects whether they are categorized as mechanistic or organic.
LEARNING OBJECTIVES
After reading this chapter, you should be able to do the following: 1. Define differentiation and integration as organizational design processes 2. Discuss six basic design dimensions of an organization. 3. Briefly describe five structural configurations for organizations. 4. Describe four contextual variables for an organization. 5. Explain the four forces reshaping organizations. 6. Discuss emerging organizational structures. 7. Identify two cautions about the effect of organizational structures on people.
key terms The following key terms are introduced in Chapter 14. organizational design organizational structure contextual variable differentiation integration formalization centralization specialization standardization complexity hierarchy of authority simple structure machine bureaucracy professional bureaucracy divisionalized form adhocracy technological interdependence environment task environment environmental uncertainty organizational life cycle
THE CHAPTER