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To what degree are activities sibdivided into seperate jobs?
On what basis will jobs be grouped together?
To whom do individuals and groups report?
Chain of Command
How many individuals can a manager efficiently and effectively direct?
Span of Control
Where does decision-making authority lie?
Centralization and decentralization
To what degree will rules and regulations be used to direct employees and managers?
Each employee should only have one supervisor directly above them.
Simple Structure Companies
Low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization.
Characterized by highly routine operating tasks achieved through specialization, very formalized rules and regulations.
Combines two forms of departmentalization:functional and product
- Strengths:putting like specialists together
- Weakness':difficulty of coordinating the tasks of diverse functional specialists so that their activities are completed on time and within budget
- Product Exact opposite benefits and disadvantages
A small, core organization that outsources major business functions - highly centralized, little to no departmentalization.
Strengths:allows each project to be staffed with the talent most suited to its demands. Minimizes bereaucratic overhead.
Eliminate chain of command, have limitless spans of control, and replace departments with empowered teams.
Large organizations tend to have more specialization, more departmentalization, more vertical levels, and more rules and regulations than small organizations.