ORGANIZATIONAL BEHAVIOR Module 8 Organizational Design ORGANIZATIONAL DESIGN This is a macro-level issue  Organization design is a series of decisions made by the managers about the best organizational arrangements to achieve the goals in their strategic plans. ORGANIZATIONAL ANATOMY This is How managers put people together to co-ordinate their work and to achieve the organization’s goals.  Organization’s structure resolves two basic tasks: 1. Dividing up the work in the organization 2. Ensuring the work gets done by providing coordination and control of work Mechanistic Organization Burns and Stalker have labeled organizations as either 1- Mechanistic organizations  High division of labour  Low delegation of authority  Departments with great uniformity of work activities  Narrow spans of control Organizations possess tight rules and policies and coordination which is formal and written. Organic Organization 2- Organic organizations  Less job specialization  Greater delegation  Low uniformity among employees in work units  Wide span of control Organic Organization 2- Organic organizations Employees in organic organizations: Have few rules and procedures to follow Expect face-to-face or informal coordination Expect to be empowered to create their own plans and schedule Organization Structure  The formal pattern on interactions and coordination designed by management to link the tasks of individuals and groups in achieving organizational goals.  Organization chart: A line diagram that depicts the broad outlines of an organization’s structure Organization Structure  Chain of command: The unbroken line of authority that ultimately links each individual with the top organizational position through a managerial position at each successive layer in between. ORGANIZATIONAL DESIGN ASPECTS 1. DIVISION OF LABOR 2. DISTRIBUTION OF AUTHORITY 3. SPAN OF CONTROL 4. DEPARTMENTALIZATION ORGANIZATIONAL DESIGN ISSUES 1. DIVISION OF LABOR 1. It is the

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