1. HISTORY & CONCEPTS OF KM Presentation Organization Structure & Design Members Mohammed Yunesi, ID: 1092300122 Mahayaradl, ID: 1092300037 MarwanNoman, ID: 1092300108 Abdusamad Ahmed, ID: 109230043

2. Organization Structure & Design * The Nature of Organizing * Departmentalization * Establishing Reporting Relationships * Allocating Authority * Coordinating Activities * Basic Forms of Organizational Design * Current Issues in Organizational Design

3. Organizational Structure Organizational structure is formal and informal framework of policies and rules, within which an organization arranges its lines of authority and communications, and allocates rights and duties.

4. Organization For most participating managers, the term organization implies a formalized intentional structure of roles or positions.

5. Organizational role (1) verifiable objectives, which are major part of planning; (2) a clear idea of the major duties or activities involved; (3) an understood area of discretion or authority so that the person filling the role knows what he or she can do to accomplish goals.

6. Organizational Design … Enabling a group of people to combine, coordinate, and control resources and activities in order to produce value, all in a way appropriate to the environment in which the business competes.

7. Organizational Design

8. Organizational Design

9. Organizational Design Principles in Organizational Design: 1- Division of Labour-Departmentalization and Specialization 2- Unity of command - Defining the line of Command - One superior 3- Authority and Responsibility - Line and Staff Authority - Authority and Power 4- Spans of Control - Levels of Control - Centralization and Decentralization 5- Contingency Factors- Environment and technology - Knowledge technology

10. Departmentalization…!

11. Departmentalization…! What’s the departmentalization into the organization?

12. Some structural design of departmentalization Vertical functional approach

13. Team-based approach can exist from the office of the president all the way down to the shop floor. Team Based

14. Horizontalmatrixapproach Matrix Human Resources Accounting Manufacturing Product Division 1 Product Division 2

17. Product departmentalization

18. Customer departmentalization

19. Geographic departmentalization

21. Consistency among departments for repetitive activities.

22. Shared management responsibility.

23. Supervision is facilitated.

25. Inter-department documentation of activities is often not accessible.

26. Delays when there are problems.

27. Decision making becomes slow.

29. This data can be updated through the Establish/Maintain Position workflow to initially enter or maintain any changes in the organizational structure

30. changes must be approved by the ECC Team Assistants

31. The data maintained in HRIS for the reporting relationship will also export to another part

34. Improving the quality of the service.

36. Line Authority line authority gives an individual a certain degree of power relating to the performance of an organizational task.

38. line authority is not restricted to line personnel.Example: The head of marketing department has line authority over his or her employees by virtue of authority relationships between the department head and his or her directly-reporting employees.

39. Staff Authority * Staff authority is the right to advise or counsel those with line authority

40. Staff Authority (2) Example: a quality control manager aids a production manager by determining the acceptable quality level of products or services at a manufacturing company, initiating quality programs, and carrying out statistical analysis to ensure compliance with quality standards.

41. Functional Authority Functional authority is referred to as limited line authority. It gives a staff person power over a particular function Usually, functional authority is given to specific staff personnel with expertise in a certain area.

43. overlapping authority and responsibility

48. Thebasicformsoforganizationdesign: 1.Simple structure 2.Functional structure 3.Multidivisional structure 4.Strategic Business Units (SBUs) 5.Conglomerate structure

50. corporate staff

51. functional line managers

53. Multidivisional Structure: The multidivisional structure consists of operating divisions, each representing a separate business or profit center in which the top corporate officer delegates responsibilities for day-to-day operations and business-unit strategy to division managers

54. Strategic Business Units (SBUs): During the past ten years, large companies have restructured into strategic business units(SBUs). An SBU is a grouping of functional units that have the responsibility for profit (or loss) of part of the organization’s core business. SBUs are divisions (or groups) composed of independent prod-market segments that are given primary responsibility and authority for the management of their own functional areas.

56. given the power to be as innovative as they want

58. New forms of structuring in organizations Matrix structure:The matrix organization is an attempt to combine the advantages of the pure functional structure and the product organizational structure Advantages of matrix organizational form, to project management, include: •Because key people can be shared, the project cost is minimized •Conflicts are minimal, and those requiring hierarchical referrals are more easily resolved •There is a better balance between time, cost and performance •Authority and responsibility are shared •Stress is distributed among the team

60. This is like the matrix structure

61. Each team has the necessary employees to successfully complete the project

63. Today, organizations adapt to and influence a rapidly changing environment. Consider Google, provider of the Internet’s most popular search engine, which continues to adapt and evolve along with the evolving Internet

65. Facilitate innovation

66. Use modern manufacturing and information technologies

67. Adapt and influence a changing environment

68. Create values for owners, customers, and employees

69. Accommodate ongoing challenges of diversity, ethics, and the motivation and coordination of employees