ORGANIZATIONAL
STRUCTURE
Organizational chart
An organizational chart taht margaid a si:
dna noitazinagro na fo erutcurts eht swohs
sti fo sknar evitaler dna spihsnoitaler eht
.sboj/snoitisop dna strap
 It usually shows the managers and subworkers who make up an organization.
 It shows the relationships between the the
organization's staff members.

organizational chart
Line roirepus neewteb pihsnoitaler tcerid :
.etanidrobus dna
• Lateral tnereffid neewteb pihsnoitaler :
.level lacihcrareih emas eht no stnemtraped
• Staff laireganam a neewteb pihsnoitaler:
a ot ecivda reffo ot saera rehto dna tnatsissa
reganam enil
• Functional tsilaiceps neewteb spihsnoitaler .saera rehto dna snoitisop
•
Organizational structure

It refers to the way that an organization
arranges people and jobs so that its work can
be performed and its goals can be met.
 The relationships among these positions are
illustrated graphically in an organizational
chart ,The best organizational structure for
any organization depends on many factors
including the work it does; its size in terms of
employees, revenue, and the geographic
dispersion of its facilities; and the range of its
businesses .
Manager’s basic decisions
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Researchers generally identify four basic
decisions that managers have to make as
they develop an organizational structure,
The organization's work must be divided into
specific jobs .
Departmentalization.
Number of people and jobs that are to be
grouped together must be decided.
Number of people and jobs that are to be
grouped together must be decided.
Limitations of an organizational chart

There are several limitations with
organizational charts:
 It only shows 'formal relationships' and tells
nothing of the pattern of human (social)
relationships which develop .
 It shows nothing about the managerial style
adopted (e.g. autocratic or democratic)
 It very quickly becomes out-of-date,
especially in large organizations which
change their staff regularly .
The Benefits of
Organizational Charts
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Organizational charts provide managers with
specific departmental information that can then
be used as a baseline for planning, budgeting and
workforce modeling.
charts can be linked directly to spreadsheets or
budgeting tools for interactive what-if analysis,
making planning and decision making easier.
Org charts are ideal for sharing the organization's
strategic vision, as well as defining
responsibilities, dependencies and relationships.
allow you to organize your team with clear
responsibilities, titles and lines of authority.
Unity of Command
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Unity of Command laudividni hcae:
ylno ot stroper noitarepo eht ni gnitapicitrap
.rosivrepus eno
It eliminates the potential for individuals to
receive conflicting orders from a variety of
supervisors.
Increasing accountability.
Preventing freelancing.
improving the flow of information, helping with
the coordination of operational efforts, and
enhancing operational safety.
Span of Management:

Span of management (sometimes
called span of control) refers to the
number of people one supervisor should
be in charge of.
Chain of Command

Chain of Command : The chain of
command is best known in the military,
where you must have approval from
your supervisor for each decision you
make!
Types of organization charts:
There are three different types of
organization charts:
 Hierarchical
 Matrix
 Flat

Traditional bureaucratic
structures
there is a tendency to increase task
specialization as the organization grows
larger .
 In grouping jobs into departments, the
manager must decide the basis on
which to group them

Basis For Departmentalization
 There
are four commonly used bases:
 Functional departmentalization.
 Geographic departmentalization
 Product departmentalization.
 Customer/market departmentalization.
Departmentalization by
function

Organizes by the functions to be
performed. The functions reflect the
nature of the business. The advantage
of this type of grouping is obtaining
efficiencies from consolidating similar
specialties and people with common
skills, knowledge and orientations
together in common units.
Functional Departmentalization.

Using such functions as the basis for
structuring the organization .
 Grouping jobs that require the same
knowledge, skills, and resources allows them
to be done efficiently and promotes the
development of greater expertise .
 A disadvantage : is that people with the same
skills and knowledge may develop a narrow
departmental focus and have difficulty
appreciating any other view of what is
important to the organization .
Geographic Departmentalization.
Groups jobs on the basis of territory or
geography.
 Organizations that are spread over a
wide area may find advantages in
organizing along geographic lines so
that all the activities performed in a
region are managed together.

Product departmentalization

Organized according to product .
 All the activities necessary to produce and
market a product or group of similar products
are grouped together.
 Advantage : personnel in the group can focus
on the particular needs of their product line
and become experts in its development,
production, and distribution .
 A disadvantage : the duplication of resources
Customer/market
Departmentalization
An organization may find it
advantageous to organize according to
the types of customers it serves.
 Consumers.
 government.

Matrix Organizational Structure
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It is the combination of two or more different
structures.
Functional departmentalization commonly is
combined with product groups on a project
basis.
Advantage of a matrix structure is that it
facilitates the use of highly specialized staff
and equipment.
It fosters cross-fertilization of ideas.
Disadvantage: problems of matrix
organization arise from the dual reporting
structure

utilize functional and divisional chains of
command simultaneously in the same part of
the organization, commonly for one-of-a-kind
projects.
 It is used to develop a new product, to ensure
the continuing success of a product to which
several departments directly contribute, and
to solve a difficult problem.
Matrix Structure
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·
Matrix designs have a duel authority structure with both
a functional manager and a project manager.
· Product and functional structures are integrated and
results in a dual organizational focus.
· Shared governance, based on participatory management
uses a committee structure whereby staff make either
managerial or clinical decisions.
· Professional practice or self-governance allows staff to
govern themselves using specific councils with decision
authority.
· allows participation in decision making but the power
over the final decision remains with the top executive.
Decentralization

Decentralization :
fo ssecorp eht si
-noisiced gnisrepsid
ecnanrevog gnikam
elpoep eht ot resolc
sedulcni tI .nezitic ro
fo lasrepsid eht
ro noitartsinimda
ni ecnanrevog
.saera ro srotces
Centralization

Centralization si :
yb ssecorp eht
seitivitca eht hcihw
,noitazinagro na fo
esoht ylralucitrap
-noisiced gnidrager
emoceb ,gnikam
nihtiw detartnecnoc
noitacol ralucitrap a
puorg ro/dna