Organizational Structure(PPT42).ppt

organizationalstructure,ahmadramzeyahreema,managementorganization,definition:managementstructureestablishestherelationshipbetweentheprojectparticipants,togetherwithdefiningtheirduties,responsibilitiesandlinesofauthorityandlinesofcommunication.,organizationstructure,typesoforganizationstructure:functionaldivisionalmatrix,thediagram,representingtheconnectionsbetweenthevariousdepartmentswithinanorganizationprovidesinformationaboutthevarioustasksperformedwithinanorganizationandtheformallinesofauthoritybetweenthem.,thebasicdimensionsoforganizations,hierarchyofauthority:aconfigurationofthereportingrelationshipswithinorganizations(i.e.,whoreportstowhom)tallorganizations-havemanylevelsinthehierarchyflatorganizations-havefewlevelsinthehierarchy,thebasicdimensionsoforganizations,divisionoflabor:processofdividingthemanytasksinanorganizationintospecializedjobs-themoretasksaredividedintoseparatejobs,themorethosejobsarespecializedandsothenarrowertherangeofactivities,thebasicdimensionsoforganizations,spanofcontrol:thenumberofsubordinatesinanorganizationwhoarerequiredtoreporttoeachmanagewidespan-manysubordinatesreporttoamanager-typicalofflatorganizationsnarrowspan-fewsubordinatesreporttoamanager-typicaloftallorganizations,thebasicdimensionsoforganizations,thebasicdimensionsoforganizations,functional,alsocalledtraditionalorganizationstructure.basedonthesub-divisionofdisciplinesintoseparatedepartmentstogetherwithverticalhierarchyverticallinesofauthorityobjectiveistoemphasizetechnicalexcellence.,functionaldepartments,functionalorganization,functionalorganization,functionalorganization,projectcoordination,redboxesrepresentstaffengagedinprojectactivities,advantagesoffunctionalorganization,simplelinesofcommunicationwithindepartmentarewellestablishedclearlydefinedresponsibilityandauthorityforworkwithinthedepartments,disadvantagesoffunctionalorganization,nosinglepointofresponsibilityasprojectscopemovesfromonedepartmenttoanotherdepartmentleadingtocoordinationchaositoffersexcellentfacilitywithinitsowndepartment;butforamulti-disciplinedprojectswhichcallsforinteractionwithotherdepartmentthenthesystemmaybelacking,disadvantagesoffunctionalorganization,lengthenthelinesofcommunicationandslowdowntheresponsetimeformallineofcommunicationisthroughthefunctionalmanagerscompetition&conflictbetweenfunctionaldepartmentsdepartmentworkmaytakepriorityoverprojectwork,suitability,thefunctionalorganizationistheprimaryclienttheprojectissmall,divisionalorganizationalstructure,positionsaregroupedaccordingtosimilarityofproducts,services,ormarkets.therearethreetypesofdivisionalstructure.productstructuregeographicstructurecustomerstructure,productorganizationalstructure,productstructuregroupsemployeestogetherbaseduponspecificproductsproducedbythecompany.anexampleofthiswouldbeacompanythatproducesthreedistinctproducts,producta,productb,andproductc.thiscompanywouldhaveaseparatedivisionforeachproduct.,productstructurecharacteristics,similartothefunctionalorganizationstructureexceptallthedepartmentsarededicatedtotheproduct/projecttheprojectmanagerhashighlevelofauthoritytomanageandcontroltheprojectresourcesselfcontainedunitwithinowntechnicalstaffandadministration,4-,22,productstructure,4-19,24,finance,production,finance,engineering,accounting,sales&marketing,humanresources,production,engineering,accounting,sales&marketing,humanresources,chiefexecutiveofficer,producta,productb,advantagesofproduct/projectstructure,relativelysimplemeansofworkingonaproject.conflictingresponsibilitiesareminimized.accountabilityisclearlyplacedinonepersonpmhasfullauthorityoverprojectsimplifiedcoordinationacrossfunctionshighlevelofcommitmenttoprojectschedule,technicalandcostgoals,advantagesofproduct/projectstructure,strongorientationtocustomerrequirementsrapidreactiontimeduetoabilitytomakeswiftdecisionsaccurateperformancemeasurement,disadvantagesofaproduct/projectstructure,lackof“bigpicture”companywideorientationduplicationofeffortincreasesorganizationalcostsdifficulttoshareindividuals/expertiseacrossprojectstendencytoretainpersonnellongerthanneededuncertaintyaboutjobaftertheproject,suitability,largeprojectslong-termprojects“crash”projectsemergencyresponseprojectsthatchangeintopermanentfunctionalorganizations,matrixorganizationalstructure,matrixstructures,thematrixorganizationalstructureisoneinwhichfunctionalandstaffpersonnelareassignedtobothabasicfunctionalareaandtoproductmanagerthematrixformisintendedtomakethebestuseoftalentedpeoplewithinafirmbycombiningtheadvantagesoffunctionalspecializationandproduct-projectspecialization,matrixstructures,thisstructureisonewherethereisacombinationoffunctionalanddivisionalstructureatthesametimetwochainsofcommand,oneverticalandonehorizontal,matrixstructures,amatrixisahighlyflexibleformthatisreadilyadaptabletochangingcircumstances.matrixstructuresrelyheavilyoncommitteeandteamauthority.somecompaniesusethematrixorganizationasatemporarymeasuretocompleteaspecificproject.theendoftheprojectusuallymeanstheendofthematrix,suitability,moderatepriority,moderatesizeprojectsprojectswhereefficiencyisparamountneedwhenprojectactivitiescloselycorrelatewiththoseinsidethefunctionalorganization,matrixstructure,advantagesdecentralizeddecisionmakingstrongprojectcoordinationflexibleuseofhumanresourcesefficientuseofsupportsystems,disadvantagesroleconflict,ambiguitypotentialconfusionoverauthority&responsibilityincreasedpotentialforinterpersonalconflicts,thematrixstructure,descriptioncombinestwoformsofdepartmentalizationfunctionalproductbreaksunitofcommanddualchainofcommandstrengthsfacilitatescoordinationcomplexandindependentactivitiesbettercommunication,strengths(cont.)moreflexibilityefficientallocationofspecialistseconomiesofscaleweaknessesconfusioncreatedstressplacedonworkersincreasedambiguityunclearreportingrelationshipspowerstrugglesroleconflictsunclearexpectations,choosingastructure,sizeofprojectstrategicimportancenovelty,needforinnovationneedforintegration(#depts.involved)environmentalcomplexity(#ofexternalinterfaces)budget,timeconstraintsstabilityofresourcerequirementssmallprojectfocuseden