Organizational Structure Overview

The process of coordinating resources (human, material, financial, and informational) to achieve organizational goals effectively and efficiently.

A structured system where individuals interact to achieve shared objectives, often through a division of labor and coordinated efforts.

Achieving desired goals (doing the right things).

Achieving maximum output with minimal input (low resource waste).

Setting objectives, strategizing, and formulating action plans.

Allocating resources, defining roles, and coordinating efforts.

Influencing, motivating, and guiding employees.

Monitoring performance, comparing it with standards, and implementing corrections.

Ensures activities align with organizational goals by monitoring, evaluating, and correcting performance.

Setting clear, measurable objectives, like sales targets or production quotas.

Gathering data through reports, observation, or audits.

Analyzing the difference between actual results and targets.

Addressing deviations through policy adjustments or resource reallocation.

Monitoring inputs to prevent issues, like pre-employment testing.

Real-time monitoring, like live quality checks during production.

Post-action reviews to assess outcomes, like sales reports.

Defines the hierarchy of people and departments in an organization, dictating information flow.

Dividing tasks into specific roles to increase efficiency, allowing specialization.

Improving worker efficiency through time-and-motion studies. Focuses on optimizing the way tasks are performed.

Improving workplace conditions and worker well-being. Advocated for humane treatment and proper breaks.

A set of principles to guide management in any organization.

Focuses on using logic, rules, and a hierarchical structure to create efficient organizations.

Focuses on understanding human behavior, motivation, and relationships in the workplace.

Suggests that employees are lazy and need strict control to work.

Assumes employees are self-motivated and enjoy work when given autonomy.

There is no one-best way to manage. The approach should fit the situation.

Uses mathematical models and data analysis to inform decision-making in business.

Views an organization as a system with interconnected parts that work together.

A process where a leader guides, motivates, and influences others to achieve shared objectives.

The ability to inspire employees to achieve more than expected, often through shared vision, empowerment, and personal growth.

Centralized decision-making means all key decisions are made at the highest level of the organization while decentralized decision-making distributes authority and allows for decisions to be made at lower levels.

Centralized: Consistent and controlled, but can be slow and rigid.

Decentralized: Faster and more adaptable, but sometimes lacks consistency.

Authority distributed across different levels of an organization, allowing lower-level managers to make decisions without needing approval from higher-ups.

A leadership style that emphasizes clear goals, reward systems, and monitoring performance. It focuses on compliance and meeting objectives.

The process of setting goals, determining the actions needed to achieve them, and allocating resources to execute those actions.

Planning helps prioritize efforts, focus resources efficiently, prepare for potential challenges, provide clear direction to employees, and reduce confusion about the organization's path.

Planning enhances clarity about goals, promotes proactive risk management, ensures alignment between departments, boosts employee morale by creating order and clear expectations, and encourages creative problem-solving and strategic thinking.

Strategic plans are long-term, crafted by top management, and define the organization's overall vision, objectives, and resource distribution.

Tactical plans are medium-term, developed by middle management, and focus on implementing strategic plans at department levels.

Operational plans are short-term, focusing on daily tasks and processes. They include both standing plans (policies) and single-use plans (specific projects).

Organizing involves structuring resources, tasks, and authority to achieve objectives efficiently. It's about creating a well-defined system for everyone to work effectively.

Organizing clarifies responsibilities, optimizes resource utilization, fosters teamwork and synergy, and establishes a hierarchy for accountability.

The organizing process involves identifying key tasks and job roles, matching those roles with skilled employees, and defining reporting structures and authority lines within the organization.

A functional structure groups employees based on their specific skills or expertise, like marketing, finance, or HR. It's like having specific departments focused on their respective expertise.