Organizing the

workplace

BY : SAMERA OWEDAH
LANA SHABSOUGH
DOCTOR : SEREIN ALKHALDY
 OUTLINE :
1.INTRODUCTION
2.UNDERSTANDING COMMON ORGANIZATIONAL
STRUCTERS
4.Exploring recent development in organization
structures
5.Responding to recent organizational trends and
changes
6.Designing Effective organizations
7.Making Design decisions
8.Dividing work among teams
 Introduction :
• Organization try a variety of new forms or structure
for : 1. greater productivity
2. Improve customer care
3. competitive advantage

• some organization follow traditional and the other

follow nontraditional structure .
• Traditional structure : 1. Functional structure .
2. Divisional structure .
3. Matrix structure .
• Non-traditional structure : 1.Team
2. Network
3. Boundaryless
• HC organization must effectively and creatively
respond to trends in the modern workplace
changes : 1. increase delegation
2.decentralization
3. shorter chain of
command .
• Useful adaptation to include when designing
an organization : 1.subsystem
2.Teams
3.work process evaluation
 UNDERSTANDING COMMON
ORGANIZATIONAL STRUCTURE
• Management function :

• 1.Planning
2.organizing
3.leading
4.controlling
 UNDERSTANDING COMMON
ORGANIZATIONAL STRUCTURE
• Organizing : Is the process of arranging people
and other resources to work together to
accomplish Goal.
• It Involoves :
Dividing up the tasks to be performed and
coordinating results to achieve a common
purpose.
Organizing process :
 UNDERSTANDING COMMON
ORGANIZATIONAL STRUCTURE
• Organization structure : Is the system of tasks ,
workflow, reporting relationships and
communication channels that link the diverse parts
of an organization.
• Restructuring : the process of changing an
organizations structure in an attempt to improve
performance.
• Organization chart: Diagram , Key position, Job title,
shows line of authority & communication between
them.
 Organizational structure

• Formal and informal structure

• Functional structure
• Divisional structure
• Matrix structure
 Formal structure :
( intended or official structure ) diagram show
the way the organization is intended to function.

• It includes: 1.The division of work

2.Supervisory relationship
3.Communication channels
4.Major subunits
5.Levels of management
 Informal structure :

• shadow organization made up of unofficial

but often critical working relationships among
organizational members .
• Show who talks to and interacts regularly with
whom .
• The line often cut across levels and move from
side to side
 Informal structure :
• Advantage :1. helpful in accomplishing large and small tasks
2. people gain access to interpersonal networks of
emotional support and friendship that satisfy important social needs
3. contacts with others who can help them better
perform their jobs and tasks .
• Disadvantage :1. susceptible to rumor
2. carry inaccurate information
3. breed resistance to change
4. divert work efforts from important objective.
5. people who feel felt out of informal groupings
may become dissatisfied.
 Difference between formal and informal
structure :

Basic of comparison Formal structure Informal structure

General nature Official (intended) Unofficial ( shadow )

Type of hierarchy Vertical Vertical and horizontal

Source of leader Delegated by management group

Primary focus Position person

Guideline of behavior Rules and policies norms

 Functional Structure :
• People with similar skills & tasks are grouped
together .
 Advantage of Functional Structure :

1. Efficient use of resources within functional area

2. Appropriate task management based on
expertise within each functional area.
3. High quality technical problem solving
4. In depth training & skill development within
functions
5. Clear career paths within functions
 Disadvantage of Functional Structure :

1. functional chimneys .
2. Reliance on upper management .
3. Confusion and responsibility – shifting .
 Divisional structure :

• Are group of people Who provide the same

services ,work within the same process, serve
similar patient, are located in the same area
 Advantage of divisional structure :

1. more flexibility in responding to environmental

changes.
2. Improved coordination across functional
departments.
3. Clearer points of responsibility for delivery of
services.
4. Expertise focused on specific patients, Product,
regions
5. Greater ease in changing size by adding or deleting
divisions
 Disadvantage of divisional structure :

1.Redundancy : by reducing efficiencies and increase cost

by duplicating resources and effort across divisions .
2.Internal competition: it focuses on performance of
group division compared to similar division Within
organization which may lead division to forget the larger
goals and mission of the organization.
3.Tunnel vision :focuses on its needs and goals rather than
the best interests of organization as a whole
 Matrix structure :

• Combines element of both the functional and divisional

structures.

• combine the advantage and minimizing the disadvantage .

• Matrix structure uses permanent cross functional teams to
ingrate functional expertise with a divisional focus.
 Advantage of matrix
structure :
1. More interfunctional cooperation in operation.
2. Increases flexibility in meeting changing demands.
3. Better customer service championed by individual
project managers
4. Better performance accountability through the project
managers
5. Improved problem solving at the team level
6. Improved strategic management as top managers can
focus on broader strategic issues rather than day to day
specific tasks.
 Disadvantage of matrix
structure :
• Power struggles : the two boss system is susceptible to
confusion and conflict (who has the ultimate authority for
the project)
• Priority confusion: when team members receive orders
from more than one manager= difficulty determining
which tasks to do first & where to focus their energies
• Tunnel vision: team may develop strong loyalties that
focus attention on the team rather on organizational goal.
• Expense : the use of formal team leaders in a matrix
structure can result in increased personnel cost
 Exploring recent development in
organization structure
• Vertical structure are being dismantled in
favor of more horizontal ones.
• horizontal structure Emphasize integration
and cross functional teamwork , gaining the
advantages of networking through
information technology.
 Exploring recent development in
organization structure

• Modern organization structure :

1. Team
2. Network
3. Boundaryless
 The team approach
• Teams: are the building blocks of today new
and more horizontal organizational form.
• Formally designate and use permanent and
temporary .
• Cross functional teams: composed of
members from different functional areas can
work together on a part time or full time
depending on the needs of the organization.
 The advantages of team
1. Better communication across functions
2. Shared responsibility by all team members for meeting
performance targets
3. Fewer barriers between departments
4. Improved morale, as people from different parts of an organization
get to better know one another
5. Improved speed and quality because the teams focus shared
knowledge and expertise on specific problems
6. Breakdown functional chimneys
7. Increase information sharing
8. Create more effective lateral relations that improve problem-
solving and performance .
 The disadvantages of team

1. Difficulty with interpersonal relations &

group process.
2. Conflicting loyalties among members to both
team and functional assignment .
3. Issue of time management
 Information and technology
networks :

• network links group

inside and outside the
organization for
achieving the goals of
organization .
 Advantage of Network :
• Can more easily develop and maintain
partnerships often across great distance .
• Stay cost competitive ( reduce overhead and
increases operating efficiency )
• useful for smaller organization (entrepreneurial )
• Enabling larger organization to outsource
specialized business functions or services rather
than maintain full time staff to do them
 The disadvantages of network
structure
1. Trace largely to the demands of coordinating
the complex system of business relationships
( complexity )
2. if one part of the network breaks down or
fails to deliver, the entire systems suffers the
consequences.
 Boundary less organization
• Combines the team and network structures
with the addition of temporariness .

• Ex: 1.Entrepreneurial
2.start-up
3.dot-com businesses
 Boundary less organization
• Within boundary less organizations: context,
teamwork, communication replace formal lines of
authority . team member must react spontaneously to
intense situation demands.
• Barriers that traditionally and structurally separate
organizational member from another are removed.
• Outside boundary less organizations: organizational
needs are met by a shifting mix of outsourcing
contracts and operating alliances that form and
disband with changing circumstances.
Boundary less organization
Advantage of Boundary less organization

• Empowered people working together without

bureaucratic restrictions can accomplish great
things .
• Knowledge sharing
 Responding to recent
organizational trends and changes

• The upside
down pyramid
tries to refocus
attention on
marketplace and
patient needs
Significant changes resulting from
recent shift in perspective

1. Shorter chain of command

2. Wider spans of control
3. Less unity of command
4. More delegation and empowerment
5. Decentralization with centralization
6. Reduced use of staff
 Shorter chains of command
• chain of command : line of authority .
• Taller chain of command mean more layer of management
• More layers of management : 1.increase overhead costs
2.add distance in communication
3. limit access between top and bottom levels.
4. Can slow decision making.
This lead to inefficiencies and poor productivity .

• To get a shorter chain of command by cutting the unnecessary layer of

management .
• Manager in shorter chain of command : 1. broader responsibilities
2. greater empowerment
3.people or process to manage .
 Wider spans of control

• Spans of control : the number of persons reporting directly to

a manager .
• Narrow spans of control  many layers of management  1.
more costly 2. less efficient 3. less flexible 4.less customer
sensitive .
• Manager in wider spans of control managing more diverse
staff ( individual with extensive technical skills outside thhe
manager training and expertise .
Wide spans of control Narrow spans of control

Flatted structure Tall structure

Few manager layer Many layer of manager

Shorter chain of command Taller chain of command

Increase staff empowerment Less empowerment

 Less Unity of command

• Unity of command principle: each person in an organization should

report to one and only one supervisor.
• The objective of this principle is to ensure that subordinates don’t
receive work directions from more than one source.
• Unity of command is less predominant in structures that use cross
functional teams or task forces .
• Manager in less unity of command : 1.additional effort coordinating
2. brainstorming
3. negotiating responsibilities
4. assignments for staff with
other manager .
 More delegation and
empowerment
• Delegation : the process of distributing and
entrusting work to other people.
• By not delegating 1.managers become overloaded
with work that could and should be done by others.
2.Failure to delegate denies others
the opportunity to fully utilize their talents on the job.
• Delegation  leads to empowerment, it gives people
the freedom to contribute ideas and do their jobs in
the best possible ways.
 Decentralization with
centralization
• Top-down decision making is sometimes referred to as
Centralization ; dispersed decision making is called decentralization.
 Reduced use of staff
• Many staff  High costs
• reduced use of staff  staff cutback but in
the same time doesn't overreact to needs for
specialized technical and services  without
hiring too many full-time worker replace with
part-time worker .
Designing effective organization
Organizational design : the process of aligning
organizational structures and cultures to best
serve the organization’s mission, strategy and
objectives.
1. bureaucratic Vs. adaptive design
2. making design decisions
3.incorporating subsystems
4. evaluating work process
 bureaucratic Vs. adaptive design
• Bureaucracy ( mechanistic ) : form of organization based on logic , order and the
legitimate use of formal authority.
_characteristics of bureaucratic organization:
1.Centralized authority
2.Many rules and procedure
3.Narrow span of control
4.Formal means of coordination.
5.Fair and highly efficient
6.Clear cut division of labor
7.A strict hierarchy of authority
8.Formal rule and procedure
rigid and slow in responding to changing environment ( work best in stable
environment
9.Career advancement depend on competency
• Adaptive organization: organization with a minimum of bureaucratic
features and with cultures that encourage worker empowerment and
participation and has the ability to respond quickly to shifting
challenges in rapidly changing environment .
• Characteristic : 1. decentralized authority
2. fewer rules and procedure
3. less precise division of labor
4. wider spans of control
5. more personal mean of coordination
6. flatter structure
7. informal structure and networks of interpersonal
contact
 Making design decision
-Good organizational design decisions satisfy situational demands
and allow all resources to be used to best advantage.
-The notion “structure follows strategy” is an important premise of
organizational design.
When your strategy is stability oriented, little significant change will
be occurring in the external environment .the supporting
organizational structure should be well define and predictable( as in
bureaucratic) .
When your strategy is growth oriented, operating objectives are
likely to include the need for innovation and flexible responses to
changing competition in the environment .supportive structure is
likely to be more decentralizes and empowered( as in adaptive ) .
 Making design decision
• Managers who want to design organization
should follow five critical question
-Check 1:
-Check 2:
-Check 3:
-Check 4:
-Check 5:
3) Differences in time orientation become characteristic
of work units themselves.

4) Different tasks assigned to work units may result in

differences in objectives.

5) Differences in interpersonal orientation can affect

subsystem relations.
6) Differences in formal structure can also affect
subsystem behaviors
 Incorporating subsystems
- Subsystems : small departments, work units, or teams
headed by mangers that perform specialized tasks within
organizations.
- Subsystem within successful organization :
1) Included different structures : to better accommodate the
special problems and opportunities of their unique
operating situations. This illustrates differentiation
between the internal components of the organization.
2) worked well with one another : this illustrates
integration, the level of coordination achieved among
organization’s internal components.
 Evaluating work processes
Work process : a related group of tasks that together create a result
of value for the customer.
Group of tasks : tasks are viewed as part of a grouprather than in
isolation.
Together : every one must share a common goal.
Result : the focus is on what is accomplished
Customer : processes serve customers

Process reengineering : is the systematic and complete analysis of

work process and the design of new and better ones.

Process value analysis :managers identify and carefully evaluate each

step in a workflow .
Each step must be important, useful, and add a value to the overall
purpose
 Dividing work among teams
•Teamwork: the process of people working together to accomplish
goals.
•Biggest benefits of team work is synergy : the creation of a whole
that is greater than the sum of its parts.

The benefits of teams:

Increasing resources for problem solving.
Fostering creativity and innovation
Enhancing the quality of decision making
Enhancing members commitments to tasks
Raising motivation through collective action
Helping control and discipline members
Satisfying needs as organizations grow in size.
 Committees and task forces
• Committees and task forces typically bring people together outside of
their daily job assignments to work in small teams for specific
purpose.
 Committees : usually operate with a continuing purpose , while its
membership may change over time.

 Task forces : are more temporary, and their task very specificand time
defined
 Cross functional teams
• Within a matrix structure , workers belong to least
two formal groups at the same time, functional
group and a product , program or project team.
 Employee involvement teams
• Employee involvement team: group of workers who
meet on a regular basis outside of their formal
assignments with the goal of applying their expertise
and attention to continuous improvement.

• Quality circle : group of workers that meets regularly

to discuss and plan specific ways to improve work
quality.
 Virtual teams
• Teams that work together and solve problems through computer-
mediated rather than face to face interactions .

Self-Managing work teams

• Teams of workers whose jobs have been redesign to create a high
degree of task interdependence and who have been given authority
to make many decisions about how they go about doing the required
work
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