Organizational Structure and Design

Design and redesign of jobs define tasks and authority, shaping organizational effectiveness and employee well-being. Continuously reassess tools, processes, and teamwork to meet KPIs, SLAs, and TQM.

Enhance quality of work life through job design that removes workplace obstacles, improves life work balance, and boosts growth and development, employee trust, involvement, retention, and productivity.

Explore job design that supports work family balance through job sharing, flex time, and telecommuting. Show how these arrangements boost recruitment and retention, morale, and productivity while reducing absenteeism.

Examine how job requirements, via the position analysis questionnaire, determine information sources, processing, physical activity, and relationships, shaping objective outcomes, behavior, intrinsic and extrinsic rewards, and overall job satisfaction.

Recognize that perceived job content shapes how individuals view their work, beyond objective properties. Managers can boost performance by adjusting design, autonomy, task identity, feedback, and social or friendship opportunities.

Define service level agreements as the minimum service level in a contract, track performance with KPIs at every operation level, and use KQIs to gauge end-to-end quality and customer satisfaction.

Explore job enrichment by providing direct, timely feedback, ongoing learning opportunities, and autonomy in scheduling, unique task elements, and control over resources and personal accountability.

Explore organizational structure and design, detailing seven forms: hierarchical, matrix, horizontal, network, divisional, line, team-based, and Mintzberg's five types, plus resistance to change and departmental basis.

Explore the six basic elements of organizational structure: departmentalization, chain of command, span of control, centralization and decentralization, work specialization, and formalization.

Organizational design shapes how managers divide labor, group jobs into departments, set span of control, and delegate authority, ranging from centralized to decentralized, with structures from mechanistic to organic.

Explore the continuum of resistance to change, from active sabotage to enthusiastic support, with real-world examples like location moves and the Qwerty versus Dvorak keyboard.

Examine departmental bases in organizational design, including functional, geographical, product, and matrix structures. Evaluate how these bases improve efficiency and specialization, while potentially causing misalignment and redundancy.

Explore customer departmentalization, where hospital units and bank loan officers illustrate organizing by customer needs. Examine matrix organization, overlaying function with product bases and reporting to functional and product managers.

Explore span of control and its impact on organization design, delegation of authority, governance and technology within mechanistic and organic models, highlighting effects of specialization and communication.

Delegate authority to lower levels to develop professional managers, enable timely decisions, and foster autonomy and career development. Balance centralization and decentralization to boost learning, accountability, and organizational adaptability.

centralize requires training for delegates to prevent failure and ensure accountability; balance arises by centralizing policies, information technology, and finances while decentralizing day-to-day operations and regional implementation.

Explore mechanistic versus organic organizational design—contrast machine-like formal systems with living, decentralized structures, highlighting trust, motivation, information flow, and cross-functional teams.

Explore agile governance in organizational design, covering three decision types and eight principles: accountability, resource allocation, scalability, contingency planning, planning throughout, transparency, and outcome-based reporting.

Implement agile governance by distinguishing big, frequent, and delegated decisions, ensuring accountability, adequate resources, and cross-unit collaboration. Regularly review viability, plan comprehensively, and maintain transparency with outcome-based reporting.