Description
This is a presentation explaining about what is organizational design and explains galbraith's star model of organizational design.
ORGANISATIONAL DESIGN
ORGANISATIONAL DESIGN is a Organization Design
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formal, guided process for integrating the people, information and technology of an organization. It is approached as an internal change under the guidance of an external facilitator. The facilitator assures that a systematic process is followed and encourages creative thinking. Good organizational design helps communications, productivity, and innovation. It creates an environment where people can work effectively.
GALBRAITH'S STAR MODEL OF ORGANIZATIONAL DESIGN
STEPS FOR A SUCCESSFUL DESIGN PROJECT
ORGANISATIONAL STRUCTURE VS ORGANISATIONAL DESIGN
Many people equate organization design with an organization's structure: The words "lean" and "flat" are used to describe organization design as well as it's structure. ? In fact, organizational design encompasses much more than simply the structure: Organization design is the process of aligning an organization's structure with its mission. ? This means looking at the complex relationship between tasks, workflow, responsibility and authority, and making sure these all support the objectives of the business.
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NEW DESIGN OPTIONS
VIRTUAL ORGANISATION A small core organisation that outsources major business functions. ? BOUNDARYLESS ORGANISATION An organisation that seeks to eliminate the chain of command, have limitless spans of control and replace departments with empowered teams.
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VIRTUAL ORGANISATION
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A virtual organization is the one that outsources the majority of its functions. It is the one whose members are geographically apart, usually working by computer e-mail and groupware while appearing to others to be a single, unified organization with a real physical location. It can be a temporary network of independent companies-suppliers, customers, competitors, linked by information technology to share skills, costs, and access to one another's markets. It will have no hierarchy nor vertical integration. It may also be a cooperative agreement between two or more businesses entities to combine their resources in order to achieve a shared goal. By bringing in additional partners, unlimited skills and resources can be pooled. Partnerships are usually temporary and are dissolved once a common goal is achieved. They do not have corporate offices and usual
VIRTUAL ORGANISATIO N
CHARACTRISTICS
(1)It does not have a physical (bricks and mortar) presence but exists electronically (virtually) on the internet (2) is not constrained by the legal definition of a company (3) is formed in an informal manner as an alliance of independent legal entities. (4) is highly flexible
BOUNDRYLESS ORGANISATION
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The concept was developed at General Electric by former Chairman Jack Welch. It is a model that views organizations as having permeable boundaries. An organization has external boundaries that separate it from its suppliers and customers, and internal boundaries that provide demarcation to departments. This rigidity is removed in boundaryless organizations, where the goal is to develop greater flexibility and responsiveness to change and to facilitate the free exchange of information and ideas. The boundaryless organization behaves more like an organism encouraging better integration between departments and closer partnerships with suppliers and customers.
HIGHLIGHTS
INDIVIDUALS ARE ATTRACTED TO, SELECTED BY AND STAY WITH ORGANISATIONS THAT SUIT THEIR PERSONAL CHARACTERISTICS ? EFFECT OF STRUCTURE AND DESIGN ON EMPLOYEE’s BEHAVIOUR IS UNDOUBTEDLY REDUCED WHEN THE SELECTION PROCESS FACILITATES PROPER MATCHING OF INDIVIDUAL’s CHARACTERISTICS WITH ORGANISATIONAL CHARACTERISTICS
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doc_309103971.pptx
This is a presentation explaining about what is organizational design and explains galbraith's star model of organizational design.
ORGANISATIONAL DESIGN
ORGANISATIONAL DESIGN is a Organization Design
?
?
?
?
formal, guided process for integrating the people, information and technology of an organization. It is approached as an internal change under the guidance of an external facilitator. The facilitator assures that a systematic process is followed and encourages creative thinking. Good organizational design helps communications, productivity, and innovation. It creates an environment where people can work effectively.
GALBRAITH'S STAR MODEL OF ORGANIZATIONAL DESIGN
STEPS FOR A SUCCESSFUL DESIGN PROJECT
ORGANISATIONAL STRUCTURE VS ORGANISATIONAL DESIGN
Many people equate organization design with an organization's structure: The words "lean" and "flat" are used to describe organization design as well as it's structure. ? In fact, organizational design encompasses much more than simply the structure: Organization design is the process of aligning an organization's structure with its mission. ? This means looking at the complex relationship between tasks, workflow, responsibility and authority, and making sure these all support the objectives of the business.
?
NEW DESIGN OPTIONS
VIRTUAL ORGANISATION A small core organisation that outsources major business functions. ? BOUNDARYLESS ORGANISATION An organisation that seeks to eliminate the chain of command, have limitless spans of control and replace departments with empowered teams.
?
VIRTUAL ORGANISATION
? ?
?
? ?
A virtual organization is the one that outsources the majority of its functions. It is the one whose members are geographically apart, usually working by computer e-mail and groupware while appearing to others to be a single, unified organization with a real physical location. It can be a temporary network of independent companies-suppliers, customers, competitors, linked by information technology to share skills, costs, and access to one another's markets. It will have no hierarchy nor vertical integration. It may also be a cooperative agreement between two or more businesses entities to combine their resources in order to achieve a shared goal. By bringing in additional partners, unlimited skills and resources can be pooled. Partnerships are usually temporary and are dissolved once a common goal is achieved. They do not have corporate offices and usual
VIRTUAL ORGANISATIO N
CHARACTRISTICS
(1)It does not have a physical (bricks and mortar) presence but exists electronically (virtually) on the internet (2) is not constrained by the legal definition of a company (3) is formed in an informal manner as an alliance of independent legal entities. (4) is highly flexible
BOUNDRYLESS ORGANISATION
? ? ?
?
?
The concept was developed at General Electric by former Chairman Jack Welch. It is a model that views organizations as having permeable boundaries. An organization has external boundaries that separate it from its suppliers and customers, and internal boundaries that provide demarcation to departments. This rigidity is removed in boundaryless organizations, where the goal is to develop greater flexibility and responsiveness to change and to facilitate the free exchange of information and ideas. The boundaryless organization behaves more like an organism encouraging better integration between departments and closer partnerships with suppliers and customers.
HIGHLIGHTS
INDIVIDUALS ARE ATTRACTED TO, SELECTED BY AND STAY WITH ORGANISATIONS THAT SUIT THEIR PERSONAL CHARACTERISTICS ? EFFECT OF STRUCTURE AND DESIGN ON EMPLOYEE’s BEHAVIOUR IS UNDOUBTEDLY REDUCED WHEN THE SELECTION PROCESS FACILITATES PROPER MATCHING OF INDIVIDUAL’s CHARACTERISTICS WITH ORGANISATIONAL CHARACTERISTICS
?
doc_309103971.pptx