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Organizational Structure

The document discusses organizational structure and the human resource management process. It describes key aspects of organizational structure including departmentalization, chain of command, span of control, and centralization vs decentralization. It also discusses mechanistic vs organic structures and common organizational designs. Regarding human resource management, it outlines the importance of HRM and covers the main aspects of the HRM process such as planning, recruitment, selection, training, performance management, and compensation. It provides details on identifying and selecting employees, orientation, development and training programs, and retaining top performers.

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Adnan Skulic
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152 views6 pages

Organizational Structure

The document discusses organizational structure and the human resource management process. It describes key aspects of organizational structure including departmentalization, chain of command, span of control, and centralization vs decentralization. It also discusses mechanistic vs organic structures and common organizational designs. Regarding human resource management, it outlines the importance of HRM and covers the main aspects of the HRM process such as planning, recruitment, selection, training, performance management, and compensation. It provides details on identifying and selecting employees, orientation, development and training programs, and retaining top performers.

Uploaded by

Adnan Skulic
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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1.

ORGANIZATIONAL STRUCTURE :

Organizing

Arranging and structuring work to accomplish an organizations goals.

Organizational Structure

The formal arrangement of jobs within an organization.

1. Work specialization
2. Departmentalization :
a) Functional

Grouping jobs by functions performed

a) Product

Grouping jobs by product line

a) Geographical

Grouping jobs on the basis of territory or geography

a) Process

Grouping jobs on the basis of product or customer flow

a) Customer

Grouping jobs by type of customer and needs

3. Chain of command :
a) Authority
The rights inherent in a managerial position to tell people what to do and to expect them to do it.
b) Responsibility
The obligation or expectation to perform.
c) Unity of Command
The concept that a person should have one boss and should report only to that person.

4. Span of Control

The number of employees who can be effectively and efficiently supervised by a manager.
5. Centralization and decentralization

Organizations in which top managers make all the decisions and lower-level employees simply carry
out those orders.

Decentralization : Organizations in which decision making is pushed down to the managers who are
closest to the action.

Employer empowerment : Increasing decision-making of employees.

6. Formalization

2. MECHANISTIC AND ORGANIC STRUCTURES :

A)
a) Mechanistic : rigid and tightly controlled
b) Organic : highly adaptive and flexible

B) Contigency Factors :
1. Overall structure and strategy of organization

Organic structure follows strategy.

Inovatization vs const. Minimization

2. Size of the organizations


3. Technology

Unit/Mass/Process production

4. Environmental uncertainty

3. COMMON ORGANIZATIONAL DESIGNES

A. Traditional designs :
Simple structure
Functional structure
Divisional structure
B. Contemporary organizational design :
1. Team structures
2. Matrix and projects structures
3. Boundaryless organizations
(Removing external boundaries :

Virtual organization

Network organization

Modular organization

C. Today's organizational design challenges :


1. Keeping employees connected
2. Building a learning organization
3. Managing global structural issues

CHAPTER 10 :

1. THE HUMAN RESOURCE MANAGEMENT PROCESS

A. The importance of HRM :


1.
a) As a signifacnt source of competitive advantage
b) As an important strategie tool
c) To improve organizational perfomance

2. The HRM process:


1) Human resource planning
2) Recruitment decrutiment
3) Selection (Indetify and select competent employee)
4) Orientation
5) Training (provide employees with up to date skills and knowledge)
6) Perfomance management
7) Compensation and benefits
8) Career development (retain competent and high perfoming employees)

B. External factors that affect HRM process


1. Employee labour unions (collective bargaining agreement)
2. Governmental laws and regulations
3. Deographic trends
2. INDETIFIYING AND SELECTING COMPETITIVE EMPLOYEES

A. Human resource planning


1. Accessing current hummor resources
2. Accessing future needs for HR

Human resource inventory => Job analysis

Job description
Job specification
B. Meeting future HR needs

Supply and demand of employees

C. Recruitment and decruitment


Online decruitment

D. SELECTION
Recruited candidate
Preliminary interview
Review of applications and resumes selection tests
Employment interviews
Pre-employment screening : backround and reference checks
Selection decision
Phyisical examination

NEW EMPLOYEE

E. Validity and reliability


Types of selection devices
Application forms (strength and weaknesses)
Written tests (types of tests, legal challenges tests)
Perfomance simulation test (work sample, assessment centres)
Other selection approaches
Interviews
Background investigation (verification of application data, reference checks)
Physical examinations
Realistic job preview (RJB)

3. PROVIDING EMPLOYEES WITH NEEDED SKILLS AND KNOWLEDGE


Orientation :

1. Work unit orientation


2. Orientation orientation
Major objective of orientation

1. To reduce initial anxiety


2. To familiarize new employees with job work, work unit and organization
3. To faciliate the outsider-insider tradition

Perfomance management
Development and training :
1. Traditional training methods
2. Technology-driven exercises, and classroom tranining

Location :

On the job

Off the job

4. RETAINING COMPETENT , HIGH-PERFOMING EMPLOYEES

Perfomance management system :

1. Written essay
2. Critical incidents
3. Graphical rating scales
4. Using behavioarlly anchored rating scales (BARS )
5. Multiperson comparison
6. Management by objectives (MBO)

Compensations and benefits

1. Under a skill-based pay system


2. Under a variable pay system
3. Felxibility is becomming a key consideration in the design of an organization's compensation system

Contemporary issues in managing human resources

1. Managing downsizing
2. Managing workforce diversity
3. Managing sexual harassment
4. Managing work life balance
5. Controling HR costs

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