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SYBMS Organizational Design
SYBMS Organizational Design
BEHAVIOUR
DR. SHWETA SINGH
CONCEPT
• Organizational Behavior is a field of study that investigates the impact that individuals,
groups, and structure have on behavior within organizations for the purpose of
applying such knowledge towards improving an organization's effectiveness.
• OB is the study and application of knowledge about how people act within the
organization. It is a human tool for human benefit .
CONCEPT
• A complex set of forces affects the nature of organizations today. It can be classified
into four areas: 1. People 2. Structure 3. Technology 4. Environment
When people join the organization to accomplish the goals/ objectives, some kind of
structure is required. They use machinery, gadgets & technology to achieve the
organizational goals. At the same time they are influenced by external environment
OB IS INTERDISCIPLINARY
• The neoclassical theorists viewed organizations as a social system where human actions and interactions have a direct impact
or effect on performance.
• humans are at the center of this theory and social relationships and interactions are instrumental to organizational efficiency.
Characteristics of the neoclassical school include:
Focus is on human behavior and their relationships with one another
Teamwork is essential for the smooth functioning of organizations and it’s only possible through effective communication and
feedback
Employees have different needs and expectations, there are diverse factors motivating them to perform better
BENEFITS: It moves away from traditionalist views where humans are treated like machines,
CRITICISM : It ignores the environment in which an organization operates.
MODERN ORGANIZATION THEORY
MODERN ORGANIZATION THEORY
2. Departmentalization:
After jobs have been specified through work specialization process, now they will be grouped in common tasks.
There are five common forms of departmentalization:
• Functional Departmentalization
• Product Departmentalization
• Geographical Departmentalization
• Matrix Departmentalization
• Customer Departmentalization
ORGANIZATIONAL DESIGN
3. Chain of Command:
Organizational design is defined an order which authority and power in an organization is
used and delegated from top management to the lower management.
It also ensures clear assignment of duties and responsibilities of every employee at every
level.
4. Span of Control:
It determines the number of employees that a manager can effectively and efficiently manage.
ORGANIZATIONAL DESIGN
5. Centralization Vs Decentralization:
“If top managers make the organization’s key decisions with little or no input from below,
then the organization is centralized.”
Decentralization can be defined as “the spread of power away from the centre to local
branches or governments.”
ORGANIZATIONAL DESIGN
6. Formalization:
Formalization is the extent to which employee behaviour is guided by rules and procedures.
The organizations with high formalization have strict rules and regulations.
The low formalization organizations have very few written rules and procedures and are
less stable.
https://hbr.org/video/4711696145001/the-posthierarchical-organization
ORGANIZATIONAL DESIGN