New User Special Price Expires in

Let's log you in.

Sign in with Facebook


Don't have a StudySoup account? Create one here!


Create a StudySoup account

Be part of our community, it's free to join!

Sign up with Facebook


Create your account
By creating an account you agree to StudySoup's terms and conditions and privacy policy

Already have a StudySoup account? Login here

Ch. 15 Foundations of Organization Structure

by: Alora Lornklang

Ch. 15 Foundations of Organization Structure MGMT 3720

Marketplace > University of North Texas > Business > MGMT 3720 > Ch 15 Foundations of Organization Structure
Alora Lornklang
GPA 3.5

Preview These Notes for FREE

Get a free preview of these Notes, just enter your email below.

Unlock Preview
Unlock Preview

Preview these materials now for free

Why put in your email? Get access to more of this material and other relevant free materials for your school

View Preview

About this Document

These notes will cover the learning objectives and vocabulary from Chapter 15 of the textbook and the lecture.
Organizational Behavior
Dr. James D. Powell
Class Notes
25 ?




Popular in Organizational Behavior

Popular in Business

This 4 page Class Notes was uploaded by Alora Lornklang on Monday April 11, 2016. The Class Notes belongs to MGMT 3720 at University of North Texas taught by Dr. James D. Powell in Spring 2016. Since its upload, it has received 14 views. For similar materials see Organizational Behavior in Business at University of North Texas.


Reviews for Ch. 15 Foundations of Organization Structure


Report this Material


What is Karma?


Karma is the currency of StudySoup.

You can buy or earn more Karma at anytime and redeem it for class notes, study guides, flashcards, and more!

Date Created: 04/11/16
MGMT 3720 Organizational Behavior Chapter Review Ch. 15: Foundations of Organization Structure 1. Identify the six elements of an organization’s structure.   Organizational structure o Defines the way in which job tasks are formally divided, grouped and  coordinated.   1) Work Specialization o The degree to which tasks in an organization are subdivided into separate  jobs.  o Repetition of work o Training for specialization   2) Departmentalization  o The basis by which jobs in an organization are grouped together.   By functions performed  By type of product or service the organization produces.   By geography or territory.   3) Chain of Command  o The unbroken line of authority that extends from the top of the  organization to the lowest echelon and clarifies who reports to whom.  o Authority   The rights inherent in a managerial position to give orders and to  expect the orders to be obeyed.  o Unity of command  The idea that a subordinate should have only one superior to whom he or she is directly responsible   4) Span of control o The number of subordinates a manager can efficiently and effectively  direct.   5) Centralization  o The degree to which decision­making is concentrated at a single point in  an organization.  o Advantages of a decentralized organization:   Can act more quickly to solve problems  6) Formalization  o The degree to which jobs within an organization are standardized o A highly formalized job gives the job incumbent a minimum amount of  discretion.   2. Identify the characteristics of a bureaucracy.   Simple structure o An organization structure characterized by a low degree of  departmentalization, wide spans of control, authority, centralized in a  single person, and little formalization.   Bureaucracy  o An organization structure with highly routine operating tasks achieved  through specialization, very formalized rules and regulations, tasks that  are grouped into functional departments, centralized authority, narrow  spans of control, and decision making that follows the chain of command.  3. Describe a matrix organization.   Matrix Structure  o An organization structure that creates dual lines of authority and combines functional and product departmentalization.  4. Identify the characteristics of a virtual organization.   Virtual organization: o A small, core organization that outsources major business functions.  o The essence of the virtual organization is that it is typically a small, core  organization that outsources major business functions.  5. Show why managers want to create boundaryless organization.   Boundaryless organization o An organization that seeks to eliminate the chain of command, have  limitless spans of control, and replace departments with empowered  teams.   The Leaner Organization: Downsizing   General Electric cuts a division that aren’t doing well as opposed to cutting 10%  of entire workforce from all departments 6. Demonstrate how organizational structures differ, and contrast mechanistic and  organic structural models.   Mechanistic model o A structure characterized by extensive departmentalization, high  formalization, a limited information network and centralization.  o High specialization  o Rigid departmentalization  o Clear chain of command o Narrow spans of control o Centralization o High formalization  o Popcorn example in class o Commodity vs. Premium  Organic model o A structure that is flat, uses cross­hierarchical and cross­functional teams,  has low formalization, possesses a comprehensive information network,  and relies on participative decision­making.  o Cross­functional teams o Cross­hierachical teams o Free flow of information  o Wide spans of control o Decentralization  o Low formalization  o Smartphones example in class  An organization’s structure is a means to help management achieve its objectives.  Most strategy frameworks focus on three strategy dimensions: o Innovation o Cost minimization o Imitation  Innovation strategy (Organic model) o A strategy that emphasizes the introduction of major new products and  services.   Cost­minimization (mechanistic model) o A strategy that emphasizes tight cost controls, avoidance of unnecessary  innovation, or marketing expenses, and price­cutting.   Imitation strategy o A strategy that seeks to move into new products or new markets only after  their viability has already been proven.   Technology o The way in which an organization transfers its inputs into outputs.   Environment o Institutions or forces outside an organization that potentially affect the  organization’s performance.  o Want a structure that responds to dynamism   Organizational Size o Large organizations tend to have more specialization, more  departmentalization, more vertical levels, and more rules and regulations  than do small organizations.  o The impact of size becomes less important as an organization expands 7. Analyze the behavioral implications of different organizational designs  An organization’s structure can have significant effects on its members.   It’s impossible to generalize o Not everyone prefers the freedom and flexibility of organic structures.  o Some people are most productive and satisfied when work tasks are  standardized and ambiguity minimized.   Organizational Designs and Employee Behavior o Work specialization contributes to higher employee productivity.  o No evidence supports a relationship between span of control and employee satisfaction or performance.


Buy Material

Are you sure you want to buy this material for

25 Karma

Buy Material

BOOM! Enjoy Your Free Notes!

We've added these Notes to your profile, click here to view them now.


You're already Subscribed!

Looks like you've already subscribed to StudySoup, you won't need to purchase another subscription to get this material. To access this material simply click 'View Full Document'

Why people love StudySoup

Steve Martinelli UC Los Angeles

"There's no way I would have passed my Organic Chemistry class this semester without the notes and study guides I got from StudySoup."

Amaris Trozzo George Washington University

"I made $350 in just two days after posting my first study guide."

Bentley McCaw University of Florida

"I was shooting for a perfect 4.0 GPA this semester. Having StudySoup as a study aid was critical to helping me achieve my goal...and I nailed it!"

Parker Thompson 500 Startups

"It's a great way for students to improve their educational experience and it seemed like a product that everybody wants, so all the people participating are winning."

Become an Elite Notetaker and start selling your notes online!

Refund Policy


All subscriptions to StudySoup are paid in full at the time of subscribing. To change your credit card information or to cancel your subscription, go to "Edit Settings". All credit card information will be available there. If you should decide to cancel your subscription, it will continue to be valid until the next payment period, as all payments for the current period were made in advance. For special circumstances, please email


StudySoup has more than 1 million course-specific study resources to help students study smarter. If you’re having trouble finding what you’re looking for, our customer support team can help you find what you need! Feel free to contact them here:

Recurring Subscriptions: If you have canceled your recurring subscription on the day of renewal and have not downloaded any documents, you may request a refund by submitting an email to

Satisfaction Guarantee: If you’re not satisfied with your subscription, you can contact us for further help. Contact must be made within 3 business days of your subscription purchase and your refund request will be subject for review.

Please Note: Refunds can never be provided more than 30 days after the initial purchase date regardless of your activity on the site.