Organizational Design Principles

Organizational design refers to the process of creating and implementing a structure that aligns with the organization's goals and objectives.
Key elements:
- Organizational structure (hierarchical, matrix, flat, etc.)
- Job design (task allocation, role clarity, etc.)
- Organizational culture (values, norms, etc.)
Types of organizational design:
- Functional design (organized by function or department)
- Divisional design (organized by product, market, or geography)
- Matrix design (combination of functional and divisional design)

Maslow's Hierarchy of Needs:
1. Physiological needs (basic needs like food, water, shelter)
2. Safety needs (security, stability)
3. Social needs (belonging, love)
4. Esteem needs (recognition, respect)
5. Self-actualization needs (personal growth, fulfillment)
McClelland's Acquired Needs Theory:
- Need for Achievement (nAch)
- Need for Affiliation (nAff)
- Need for Power (nPow)

Job satisfaction refers to the positive emotions and attitudes employees have towards their job.
Factors influencing job satisfaction:
- Pay and benefits
- Job security
- Work-life balance
- Autonomy and control
- Feedback and recognition
- Organizational culture and climate
Consequences of job satisfaction:
- Increased productivity and performance
- Reduced turnover and absenteeism
- Improved morale and engagement

Difference between leadership and management:
- Leadership: inspiring and influencing others to achieve a vision
- Management: planning, organizing, and controlling resources to achieve goals
Leadership styles:
- Autocratic (dictatorial)
- Democratic (participative)
- Laissez-faire (hands-off)
- Transformational (visionary, inspiring)
Management functions:
- Planning
- Organizing
- Leading
- Controlling

Motivation: the internal drive to achieve specific goals or outcomes.
Engagement: the emotional and cognitive connection employees have with their organization.
Key motivators:
- Recognition and rewards
- Autonomy and empowerment
- Challenging work and opportunities for growth
- Feedback and coaching
- Sense of purpose and meaning

Maslow's Motivation-Hygiene Theory:
- Hygiene factors (extrinsic motivators, e.g., pay, benefits)
- Motivators (intrinsic motivators, e.g., recognition, achievement)
Herzberg's Two-Factor Theory:
- Hygiene factors (dissatisfiers, e.g., working conditions)
- Motivators (satisfiers, e.g., achievement, recognition)
Expectancy Theory:
- Expectancy (effort-performance relationship)
- Instrumentality (performance-outcome relationship)
- Valence (desirability of outcomes)

Organizational design is the process of creating a structure that aligns with an organization's goals and objectives.
Key elements of organizational design include:
- Organizational structure (hierarchical, matrix, flat, etc.)
- Job design (task allocation, role clarity, etc.)
- Organizational culture (values, norms, etc.)
There are three main types of organizational design:
- Functional design (organized by function or department)
- Divisional design (organized by product, market, or geography)
- Matrix design (combination of functional and divisional design)

Maslow's Hierarchy of Needs consists of five levels of needs, in order of priority:
- Physiological needs (basic needs like food, water, shelter)
- Safety needs (security, stability)
- Social needs (belonging, love)
- Esteem needs (recognition, respect)
- Self-actualization needs (personal growth, fulfillment)
McClelland's Acquired Needs Theory proposes three types of needs:
- Need for Achievement (nAch)
- Need for Affiliation (nAff)
- Need for Power (nPow)

Job satisfaction refers to the positive emotions and attitudes employees have towards their job.
Factors that influence job satisfaction include:
- Pay and benefits
- Job security
- Work-life balance
- Autonomy and control
- Feedback and recognition
- Organizational culture and climate
Job satisfaction has several consequences, including:
- Increased productivity and performance
- Reduced turnover and absenteeism
- Improved morale and engagement

Leadership involves inspiring and influencing others to achieve a vision.
Management involves planning, organizing, and controlling resources to achieve goals.
There are four main leadership styles:
- Autocratic (dictatorial)
- Democratic (participative)
- Laissez-faire (hands-off)
- Transformational (visionary, inspiring)
Management functions include:
- Planning
- Organizing
- Leading
- Controlling

Motivation is the internal drive to achieve specific goals or outcomes.
Engagement is the emotional and cognitive connection employees have with their organization.
Key motivators include:
- Recognition and rewards
- Autonomy and empowerment
- Challenging work and opportunities for growth
- Feedback and coaching
- Sense of purpose and meaning

Maslow's Motivation-Hygiene Theory proposes two types of factors:
- Hygiene factors (extrinsic motivators, e.g., pay, benefits)
- Motivators (intrinsic motivators, e.g., recognition, achievement)
Herzberg's Two-Factor Theory proposes two types of factors:
- Hygiene factors (dissatisfiers, e.g., working conditions)
- Motivators (satisfiers, e.g., achievement, recognition)
Expectancy Theory proposes three components:
- Expectancy (effort-performance relationship)
- Instrumentality (performance-outcome relationship)
- Valence (desirability of outcomes)