Organizational Structure and Human Resources

Small span of control

• Can lead to increased employee autonomy.

• Can result in micromanaging or too much managerial input.

• Encourages a more relaxed management style.

• Promotes better team collaboration.

Organizational structure

• The hierarchy of an organization that sets forth the chain of command.

• A method of employee evaluation based on performance metrics.

• A strategy for marketing products to different demographics.

• A financial plan outlining the budget for the year.

Large span of control

• Typically for routine tasks that do not necessarily require as much managerial input.

• Requires close supervision and frequent managerial input.

• Is only effective in small organizations.

• Is suitable for complex and dynamic tasks.

Human resources management

• All the activities associated with personnel, such as hiring, recruiting, compensation, performance evaluation, employee relations, health and safety.

• A process focused solely on employee training and development.

• The management of financial resources within an organization.

• A strategy for marketing and promoting products to customers.

Line organizational structure

• Oldest and simplest form of organization. Quicker decisions due to top-to-bottom chain of command. Lack of specialization.

• A complex structure that promotes specialization and departmentalization.

• A flat structure that encourages collaboration and team-based decision making.

• A matrix structure that combines functional and project-based approaches.

Line and staff organizational structure

• More complex than line organization.

• Simpler than line organization.

• Less costly than line organization.

• Eliminates the need for specialization.

Centralized decision-making

• Decision-making is shared among all employees.

• Decision-making rests with upper management.

• Decision-making is based on consensus.

• Decision-making is delegated to lower management.

4 main types of organizational structure

• Line

• Functional

• Divisional

• Team

Team organizational structure

• Permanent work teams with a focus on individual tasks.

• Self-directed teams with autonomy over planning and reviewing work.

• Teams led by a strict manager with no feedback from customers.

• Temporary teams formed for specific projects only.

Matrix organizational structure

• Includes project teams and consistent organization structures.

• Matches skills with projects and has a rigid hierarchy.

• Includes project teams. No consistent organization structures. Matches skills with projects.

• Focuses solely on individual performance without team collaboration.