University of Guyana

Faculty of Engineering and Technology

Department of Civil Engineering

EMN 2203 – SUPERVISORY MANAGEMENT PRESENTATION

(GROUP #13)
 TOPIC:
Introductory
Concepts in
organization and
theory design.
 Presentation Outline
1.0 Introduction
2.0 Organization Theory
2.1 Organizations' Rationale
3.0 Configurations of an organization
3.1 Mintzberg Organizational Configuration
4.0 Organizations’ Structural Dimension
4.1 Structural Dimension Types
4.3 Organizations’ Contextual Dimension
4.4 Contextual Dimension Classification
5.0 Organizational Change
 Presentation Outline
5.1 How organizations change their dimensions to satisfy the
environment.
6.0 Construction and Interpretation of Organizational Chart
6.1 Types of Organizational Chart
7.0 Departmentalization of an organization.
7.1 Comparison of the basic types of Departmentalization.
8.0 Conclusion
9.0 References
Group Members:
Names USI#
Tyrese Crawford 1035377
Tamera Allicock 1035436
Samuel Alexander 1035424
Tohari Canterbury 1035426
Isaiah Bristol 1033639
 1.0 Introduction
Organizational structure theories can aid in the development of
plans for organizational success. These theories may have an
impact on how a company allocates resources. Organizational
theory explains how a company interacts with its surroundings.
Early ideas were unduly bureaucratic, but they have now been
replaced with organizational theories that apply to a wide range of
dynamic situations.
 2.0 Organization Theory
An organization is a group of people
working together in a structured and
coordinated fashion to achieve a set of
goals, which may include profit, the
discovery of knowledge, national security,
the coordination of various local charities,
or social satisfaction. Organizations are
systems created to achieve common goals
through people-to-people and people-to-
work relationships.
 2.1 Organizations' Rationale
The rational organization theory states that a company, for
example, is a tool for achieving a defined aim or set of goals.
Each member of a rational organization has a formal role that is
defined by the organization's formal structure. The management
process of a corporation with well-defined responsibilities and
goals should be sensible and predictable.
 3.0 Configurations of an organization
The Configurational Perspective claims that defining discrete, internally consistent
sets of businesses rather than pursuing linkages that hold across all companies will
lead to a better understanding of organizational phenomena.

Elements of Configuration
❖ Designing jobs,

❖ Departmentalization or Grouping Jobs,

❖ Establishing reporting relationships between jobs,

❖ Distributing authority among jobs,

❖ Coordinating activities among jobs, and

❖ Differentiating among positions.

 3.1 Mintzberg Organizational Configuration
An organization's structure comes through the interplay of the organization's strategy, the external
forces it encounters, and the organizational structure itself, according to noted management theorist
Henry Mintzberg's book "The Structuring of Organizations." When these elements work well together,
they generate organizations that are capable of achieving success. When they do not fit, the
organization is likely to have serious issues.

Mintzberg’s Organization Type

1. The entrepreneurial organization.
2. The machine organization (bureaucracy).
3. The professional organization.
4. The divisional (diversified) organization.
5. The innovative organization (adhocracy). Mintzberg Organizational Configuration
 4.0 Organizations’ Structural Dimension
A framework that specifies how certain tasks are guided to achieve an
organization's objectives is known as an organizational structure. The flow of
knowledge between levels within the corporation is often determined by the
organizational structure.

Structural Dimensions of an Organization Include

1. Formalization
2. Specialization
3. Hierarchy and Authority
4. Centralization
5. Professionalism
4.1 Structural Dimension Types

Formalization Hierarchy and authority

Centralization

Specialization Professionalism
 4.3 Organizations’ Contextual Dimension
Contextual dimensions define and explain the organization's environment, as well as how it
affects and forms structural dimensions. The contextual dimension is important because it
helps to shape the structural dimension of an organization and while each context have their
specific task, each contextual dimension is dependent on one another to function properly

Classes of Contextual Dimensions

1. Organizational size
2. Technology
3. Environment
4. Organizational goals, strategy, and mission
5. Organization’s culture.
4.4 Contextual Dimension Classification
Contextual Dimensions Classification

Organizational Size Large or small size.

Technology High or low effect of technology.

Environment Stable or unstable environment.

Organization goals, strategy, and mission Well defined or not defined goals.

Organization’s Culture Clear or ambiguous norms and values.

 5.0 Organizational Change
Organizational change refers to steps taken by a company or business to modify a major
aspect of its operations, such as its culture, underlying technology or infrastructure, or
internal processes. Organizational change management is the process of leveraging change
to achieve a successful outcome, and it usually consists of three stages: planning, execution,
and follow-up
An Organizational change is mainly influenced by two main factors

External Internal
Factors Factors
 5.0 How organizations change their dimensions to
satisfy the environment
Environmental Scanning
Environmental scanning is used by managers to react to the forces of the internal and external environments.
Environmental scanning is the process of continuously monitoring an organization's internal and external
environments for early warning signs that a change is required, to accommodate potential opportunities or
threats, and to make adjustments to allow the company's strengths to counteract its weaknesses.

Main purposes of environmental scanning

1. Foresee early signs that change is needed,

2. Accommodate for potential opportunities or threat,
3. To make adjustments.
In addition to ways an organization will be able to adapt to any environmental change effectively is
to always be in a state of “never ending change”. In order to achieve such state, managers must be
able to :

1. Establish organizational culture that is positively open to changes.

2. Design an organization structure in such a way that employees will act in an
“open minded” manner, which provides the opportunity to make changes
effectively.
3. Creating highly flexible management systems. This means to establish a
management system that is knowledgeable to change management as an
essential part of any manager’s day to day responsibilities
 6.0 Construction and Interpretation of Organizational Chart
An organization chart, sometimes known as "org chart," is a graphical representation that shows
a reporting or relationship structure. An organizational chart is most used to depict the structure
of an organization, government, or other organization.

Benefits of Organizational Charts

1. Showing the chain of command, work responsibilities and reporting relationships.

2. Allow the correct form of leadership to manage growth and change.

3. Providing employees with an overall understanding as to how their overall work fits into the
organization’s overall scheme.

4. Establish a visual employee manual.

5. Present other types of information, such as business entity structures and data hierarchies.
 6.1 Types of Organizational Chart
The type of Organizational chart a company use is based upon the management philosophy
and management structure of the company

There are 4 basic types of Organizational Charts

Functional Top – Down Hierarchy Organizational chart

Divisional Structure Organizational chart Matrix Organizational chart

Flat Organizational chart

 7.0 Departmentalization of an organization.
The process of organizing jobs into logical groups is referred to as departmentalization. When
a company is small, the owner or manager can directly supervise everyone who works there.
As the company grows, however, personally managing all the employees becomes
increasingly impossible. As a result, additional managerial posts are created to oversee others'
work.

The most basic types of departmentalization are as follow:

1. Functional Departmentalization.
2. Customer Departmentalization.
3. Product Departmentalization.
4. Location Departmentalization.
 7.1 Comparison of the basic types of
Departmentalization.

Functional Departmentalization. Location Departmentalization

 7.1 Comparison of the basic types of
Departmentalization.

Customer Departmentalization Product Departmentalization.

 8.0 Conclusion
Organizational theory investigates how organizations solve issues, maximize efficiency and
production, and meet stakeholder expectations by identifying the patterns and structures they
employ. Organizational theory then makes use of these patterns to develop normative theories
about how organizations should work. The official reporting connections that regulate the
company's workflow are laid out in the organizational structure, which gives advice to all
personnel. A detailed sketch of a company's structure makes it easy to add new employees
and provides a flexible and ready means of expansion.
 9.0 References
Forster, N. (1994). Qualitative methods in organizational research: a practical guide. London: Sage.
Galbraith, J. R. (2013). Designing Organizations: Strategy, Structure, and Process at the Business Unit and Enterprise Levels.
New York: Jossey Bass.
Griffin, R. W. (2015). Fundamentals of Management. Boston: Cengage Learning.
Grimsley, S. (2019, November 15). Study.com. Retrieved from Google: https://study.com/academy/lesson/organizational-
chart-and-hierarchy-definition-
examples.html#:~:text=A%20hierarchy%20is%20a%20way,top%20where%20decisions%20are%20made.

Hartzell, S. (2019, November 15). Study.com. Retrieved from Google: https://study.com/academy/lesson/work-specialization-

in-organizations.html#:~:text=Lesson%20Summary,-Let's%20review.&text=Let's%20review.-
,Work%20specialization%2C%20sometimes%20called%20a%20division%20of%20labor%2C%20refers%20to,that%20i
ndividual%20worke