Organisational Structure and Culture
1.1{a} Authority and power
Span of control:
-The number of dependents that a manager or controller can directly control. This number varies with the type of work: complex, variable work reduces it to six, whereas routine, fixed work increases it to twenty or more.
-Management literature identifies various factors that cause span of control to differ among managers and in different organizations. For example, narrower spans of control are appropriate when the nature of work performed is complex, when organizational objectives are unclear, when tasks are uncertain, or risks are high.
-Narrow spans of control nurture tall organizations with many organizational/managerial layers.
-Flat organizations have broader spans of control.
-The right span of control efficiently balances too little and too much regulation.
-Subordinates work: if all subordinates do similar tasks or the task is substantially automated or complex work, posting time-consuming problems suggests a narrow span of control.
Multifunctional Team /Structure:
Group composed of members from two or more departments or functional areas working together to solve a problem or handle a situation that requires capabilities, knowledge, and training not available from any one source. See also multidisciplinary team.
Advantages:
1-Removes barriers between operating departments.
2-Improve morale.
3-Improve quality and speed of decision making.
4-Increased passion for work.
Disadvantages:
2-Excessive time spent in meeting.
3-Use the time depends on the team management.
Organization Chart:
Organizational chart represents the structure of an organization in terms of relationships among personnel or departments and is the most intuitive way to understand your organization. Organizational chart makes information accessible throughout the organization with a unified, visual view of critical data from different business systems and providing the tools to model business scenarios and plan for change.
Span of control:
-The number of dependents that a manager or controller can directly control. This number varies with the type of work: complex, variable work reduces it to six, whereas routine, fixed work increases it to twenty or more.
-Management literature identifies various factors that cause span of control to differ among managers and in different organizations. For example, narrower spans of control are appropriate when the nature of work performed is complex, when organizational objectives are unclear, when tasks are uncertain, or risks are high.
-Narrow spans of control nurture tall organizations with many organizational/managerial layers.
-Flat organizations have broader spans of control.
-The right span of control efficiently balances too little and too much regulation.
-Subordinates work: if all subordinates do similar tasks or the task is substantially automated or complex work, posting time-consuming problems suggests a narrow span of control.
Multifunctional Team /Structure:
Group composed of members from two or more departments or functional areas working together to solve a problem or handle a situation that requires capabilities, knowledge, and training not available from any one source. See also multidisciplinary team.
Advantages:
1-Removes barriers between operating departments.
2-Improve morale.
3-Improve quality and speed of decision making.
4-Increased passion for work.
Disadvantages:
2-Excessive time spent in meeting.
3-Use the time depends on the team management.
Organization Chart:
Organizational chart represents the structure of an organization in terms of relationships among personnel or departments and is the most intuitive way to understand your organization. Organizational chart makes information accessible throughout the organization with a unified, visual view of critical data from different business systems and providing the tools to model business scenarios and plan for change.