HORIZONTAL ORGANIZATIONAL STRUCTURES CAN BE CALLED A FLAT ORGANIZATION

A FLAT ORGANIZATION IS AN ORGANIZATIONAL STRUCTURE WITH FEW OR NO LEVELS OF MIDDLE

MANAGEMENT BETWEEN STAFF AND EXCUTIVE
TEAM BASE STRUCTURE
The main 3 structures are :

Team structures

Network Structures

Boundary less structures

Team Base Structure Characteristics:

TEAM-BASE ORGANIZATION ARE LESS HIERARCHICAL.

EXHIVITS MORE FLEXIBILE STRUCTURE.

COOPERATION BETWEEN LABOUR AND MANAGEMENT.

Advantages:

team-based organizations filter decision making down to all levels of management.

Team-based organizations require that all employees participate in the decision -making
process.

Disadvantages:

Team-based organizations value team performance over individual performance.

Team-based organizations are decentralized rather than hierarchical.

BOUDNARYLESS ORGANIZATIONAL STRUCTURE

Boundaryless Structure Characteristics

breaks down of traditional borders.

strong set of core values and a strong vision.

Emphasize Team Work.

Advantages

highly flexible and responsive

draws on talent wherever it is found.

Disadvantages

are that there is a lack of control

it presents communication difficulties

NETWORK STRUCUTRE
Network Structure Characteristics:

AUTONOMOUS UNITS

HIGHLY SPECIALIZED UNITS

CENTRAL HUB

Advantages:

COST EFFECTIVE

ACCESS OF FUNCTIONAL SPECUALIZATION

GEORGRAPHICALLY DIVERSE

Disadvantages:

HIGH RISK

THREAT TO INTELLECTUAL PROPERTY

LACK OF CONTROL

Key Terms

Team Structure uses permanent and temporary cross- functional teams to

improve lateral relations

Cross Functional Brings together members from different functional departments

Project Team is convened for a particular task or project and disbanded once it is completed

Network Structure uses information technologies to link with networks of outside suppliers
and service contractors

Boundary Less Organization eliminates internal boundaries among subsystems and external
boundaries with the external environment

Organizational Design

Organization design is the deliberate process of configuring structures, processes, reward

systems, and people practices to create an effective organization capable of achieving the
business strategy

The organization is not an end in itself; it is simply a vehicle for accomplishing the strategic
tasks of the business

The Main 2 Designs are :

Mechanistic Design

Organic Design

Key Terms

Bureaucracy emphasizes formal authority, order, fairness, and efficiency

Mechanistic Designs is centralized, with many rules and procedures, a clear-cut division of
labour, narrow spans of control, and formal coordination

Organic Design - is decentralized, with fewer rules and procedures, open division of labour,
wide spans of control, and more personal coordination

Adaptive Organization operates with a minimum of bureaucratic features and encourages

worker empowerment and teamwork

Mechanistic

Organic

Individual specialization

Joint Specialization

Simple integrating mechanisms

Complex integrating mechanisms

Centralization

Decentralization

Standardization

Mutual Adjustment

Much written communication

Much verbal communication

Informal status in org based on size of

Informal status based on perceived

empire

brilliance

Organization is a network of positions,

corresponding to tasks. Typically each
person corresponds to one task

Organization is network of persons or

teams. People work in different capacities
simultaneously and over time

A team structures uses permanent and temporary cross- functional teams to improve lateral relations.
A cross functional team brings together members from different functional departments.
A project team is converted for a particular task or project and disbanded once it is completed.
A network structure uses information technologies to link with networks of outside suppliers and service
contractors.
A boundaryless organization eliminates internal boundaries among subsystems and external boundaries
with the external environment.
A virtual organization uses IT and the Internet to engage a shifting network of strategic alliances.
Organizational design is the process of creating structures that accomplish the organizations mission
and objectives.
A bureaucracy emphasizes formal authority, order, fairness, and efficiency.
A mechanistic design is centralized, with many rules and procedures, a clear-cut division of labour,
narrow spans of control, and formal coordination.
An organic design is decentralized, with fewer rules and procedure, open divisions of labour, wide spans
of control, and more personal coordination.
An adaptive organization operates with a minimum of bureaucratic features and encourages worker
empowerment and teamwork.