1. Divisional Structure
1.1. An organizational structure composed of separate business units within which are the functions that work together to produce a specific product for a specific customer
2. Designing Organizational Structure
2.1. Organizing
2.1.1. The process by which managers establish the structure of working relationships among employees to achieve goals
2.2. Organizational Design
2.2.1. Formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals
2.3. Organizational Structure
2.3.1. Formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals
3. Job Design
3.1. Definition : The process by which managers decide how to divide tasks into specific jobs
3.2. Job Simplification: The process of reducing the number of tasks that each worker performs
3.3. Job Enlargement
3.4. Job Enrichment
4. Job Characteristics Model
4.1. Skill variety
4.2. Task identity
4.3. Task significance
4.4. Autonomy
4.5. Feedback
5. Grouping Jobs into Functions
5.1. Functional Structure: An organizational structure composed of all the departments that an organization requires to produce its goods or services
5.2. Advantages
5.2.1. Encourages learning from others doing similar jobs
5.2.2. Easy for managers to monitor and evaluate workers
5.3. Disadvantages
5.3.1. Difficult for departments to communicate with others
5.3.2. Preoccupation with own department and losing sight of organizational goals
6. Types of Divisional Structures
6.1. Product Structure
6.2. Geographic Structure
6.3. Global Geographic Structure
6.4. Global Product Structure
6.5. Market Structure
7. Matrix Design Structure
7.1. Matrix Structure: An organizational structure that simultaneously groups people and resources by function and product
7.2. Product Team Structure
7.3. Cross-Functional Team
8. Coordinating Functions and Divisions
8.1. Authority
8.2. Hierarchy of Authority
8.3. Span of Control
9. Allocating Authority
9.1. Span of Control: The number of subordinates who report directly to a manager
9.2. Line Manager: Someone in the direct line or chain of command who has formal authority over people and resources
9.3. Staff Manager Someone responsible for managing a specialist function, such as finance or marketing
10. Tall and Flat Organizations
10.1. Tall Organization
10.1.1. Many levels of authority relative to company size
10.2. Flat Organization
10.2.1. Fewer levels of authority relative to company size