PPT1
Organizational Structure
- The formal system of work roles and
authority
Organizational Culture
- Involves the values and norms
shared
Fundamental Elements of Organizational
Structure
Structural characteristics
– The tangible, physical properties that
determine the basic shape and appearance
of an organization’s hierarchy.
Hierarchy
– defined in terms of the reporting
relationships depicted in an organizational
chart.
Structuring characteristics
– Policies and approaches used to prescribe
the behavior of managers and associates.
Height
- The number of hierarchical levels in an
organization, from the CEO to the
lower-level associates.
Span of control
- The number of individuals a manager
directly oversees.
Departmentation
– The grouping of human and other
resources into units, typically based on
functional areas or markets.
Centralization
- The degree to which authority for meaningful
decisions is retained at the top of an
organization.
Standardization
- The degree to which rules and standard
operating procedures are followed.
Formalization
- The degree to which rules and operating
procedures are documented on paper or in
company intranets.
Specialization
- The degree to which associates and managers
have jobs with narrow scopes and limited
variety.
Factors Affecting Structures
Corporate strategy – The overall approach an
organization uses in interacting with its
environment. The emphasis is placed on growth
and diversification.
Growth – Related to increases in sales as well as
increases in associates and managers.
Diversification – Related to the number of
different product lines or service areas in the
organization.
Slack resources
- Reduces the need for interdepartmental
information processing.
Self-contained tasks
- Reduces the need for interdepartmental
processing of information.
Information technology
- Facilitates the processing of information. Can
help transfer information up and down the
hierarchy
Lateral relations
- Increases information flow at lower levels.
Decisions requiring interdepartmental
coordination need not be referred up the
hierarchy.
Small-batch technology – A manufacturing
technology used to produce unique or small
batches of custom products.
Mass production technology – A manufacturing
technology used to produce large quantities of
relatively standardized products.

Process production technology – A

manufacturing technology used to produce
large amounts of products such as electricity
and gasoline

Mass customization – A manufacturing

technology that involves integrating
sophisticated information technology
Direct contact
- involves two individuals who share a
problem
Liaison roles
- are temporary coordination positions
established to link two
departments

Taskforces
- are temporary groups composed of
members from several
departments
Teams Routine – new problems can be solved using
readily available methods.
- are permanent problem-solving groups
Craft – new problems often require a novel
Integrating roles
search for unique solutions.
- are permanent positions designed to
Engineering – There is significant variation; and
help
new problems can be solved using readily
Managerial linking roles
available methods.
- are integrative positions with more
Non-routine – new problems often require new
influence
methods to find unique solutions.
Matrix designs
- Establish dual authority between
functional managers and project or
product managers
 End (Goal) Values
 Happiness
 Freedom
 Inner peace
 Mature love
 Friendship

Means (Behavior) Values

 Cleanliness
 Courageousness
 Honesty
 Imagination
Clan - strong value placed on flexibility and
 Intelligence
discretion with a focus inside the organization.

PPT2
Hierarchy - strong value placed on control and
stability with a focus inside the organization. systems approach
- emerged in the 1950s to describe a
holistic and analytical approach to
Market - strong value placed on control and
solving complex problems.
stability with a focus outside the organization.
Three parts include:
 Systems philosophy: View
Adhocracy - strong value placed on flexibility
things as systems, which are
and discretion with a focus outside the
interacting components
organization.
 Systems analysis: Problem-
solving approach.
 Systems management: Address
Cultural Audit
business, technological, and
- A tool for assessing and understanding the
organizational issues
culture of an organization.
- A cultural audit should be conducted
Ten Characteristics of Organizational Culture
periodically.
 Member identity*
- A cultural audit is a complex and sometimes
 Group emphasis*
lengthy process that should be conducted only
 People focus
 Unit integration*
Subcultures
 Control
- groups that share values that differ from the
main values of the organization.  Risk tolerance*
 Reward criteria*
Values develop along two dimensions:  Conflict tolerance*
(1) the types of personal goals that one ought to  Means-ends orientation
have  Open-systems focus*
(2) the types of behaviors that one ought to use
in reaching those goals.
project life cycle
- is a collection of project phases that
defines:
deliverable
- is a product or service produced or
provided as part of a project.

systems development life cycle (SDLC) is a

framework for describing the phases involved in
developing information systems.

Predictive life cycle: The scope of the project

can be clearly articulated and the schedule and
cost can be predicted.

Adaptive Software Development (ASD) life

cycle: Projects are mission driven and
component based

Predictive Life Cycle Models

 Waterfall model: Has well-defined,
linear stages of systems development
and support.
 Spiral model: Shows that software is
developed using an iterative or spiral
approach.
 Incremental build model: Provides for
progressive development of operational
software.
 Prototyping model: Used for
developing prototypes to clarify user
requirements.
 Rapid Application Development (RAD)
model: Used to produce systems
quickly without sacrificing quality.

Adaptive Life Cycle Models

 Extreme programming (XP): Developers
program in pairs and must write the
tests for their own code.
 Scrum: Iterative development in which
repetitions are referred to as sprints