OB STRUCTURE & GROUP DYNAMICS
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This document discusses organizational structures and group dynamics. It defines organizational structure as how activities are directed to achieve goals. Key elements of structure discussed include work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. The document also examines group formation theories and types of groups, both formal and informal. It describes the punctuated equilibrium model of group formation and dynamics of formal work groups.
OB STRUCTURE & GROUP DYNAMICS
- 2. Organization Structure Definition-: An organizational structure is a system that outlines how certain activities are directed in order to achieve the goals of an organization. These activities can include rules, roles, and responsibilities. The organizational structure also determines how information flows between levels within the company.
- 3. Key Elements Of Organization Structure Work Specialization Departme ntalization Chain of Command Span of Control Centraliz ation & Decentra lization For maliz ation Organizational Structure Elements
- 4. Work Specialization Assign wok according to Work specialization Division of labor Activities subdivided into separatejobs Consume less time to understand tools and equipments Increase efficiency of work Departmentalization The basis by which jobs are grouped. Clustering individuals into units and units into departmentsand departments into larger units. Encourages informal Communicationamong people and subunits.
- 5. Chain of Command Unbroken line of authority ,extends from top of the organization to the lowest Clarifies who report to whom Responsibility, legal duty to perform a task which is assigned Authority, right inherent in a managerial position to give order and expects them to be obeyed Unity of command, Aperson should have one and only one superior to whom he is directly responsible Organization more productive by enforcing chain of command Span of Control The number of subordinates a manager can efficiently and effectivelydirect It determine the number of level and manager an organization has
- 6. Centralization Decision making concentrated at single point Top manager makea l l decisions Decision makingrate slow No other one participate indecision making Autocrative Decision makingpushed down to managers closest to the action Solve problems quickly andeffectively Allow others to participate indecision making Democrative Decentralization
- 7. Formalization The degree to which jobs within an organization are standardized Describe what, when and how to do work Describe lots of organizational rules and clearly defined procedures covering work process Reduce ambiguity Increase consistency and uniformoutput
- 8. Based on relationship (formal and informal) Formal An organization having well defined structure where the authority and responsibility of each one is defined. Informal A network developed by employees having common interval where there is no hierarchy.
- 9. Based on hierarchy structure (line, staff and matrix) Line organization Line organization is the simplest organization structure where authority flow from top to bottom.
- 10. Based on hierarchy structure (line, staff and matrix) Staff organization Staff organization is the structure where specialized person looks after the whole function having predefined staff
- 11. Based on hierarchy structure (line, staff and matrix) Matrix organization This combined structure helps in achieving effective coordinates and control over the organizational activities. This organization structure is called matrix organization.
- 12. Group Dynamics Group-Basic fundamental unit of an organization. Two or more persons who interact & work with each other to achieve a common purpose. Group Dynamics:The interactions that take place among the members of a group. The term group dynamics was popularised by Kurt Lewin in 1930s.
- 13. Theory of Group Formation: 1.Propinquity Theory: people associate with one another due to geographical proximity. 2.Balance Theory:People who have similar attitudes toward certain objects & goals tend to be attracted to each other & form a group. 3.Exchange Theory: Reward-cost outcome serve as the basis of group formation.It states that affiliation/association takes place when the reward-cost equation has a positive outcome- rewards are greater than the costs incurred.
- 14. Types of Groups 1.Formal groups are formed by the organization to carry out certain activities.It includes a) Command group-permanent in nature.eg:functional groups. b) Task group-to carry out specific tasks:temporary in nature. 2.Informal groups are formed by the employees themselves.
- 15. Types of Informal Groups 1.Friendship groups;permanent in nature 2.Interest groups;-relativly temporary & are organized around a common activity or interest. Fred Luthans-In addition to formal & informal; Groups can also be classified into small & large groups;Primary & secondary groups Coalitions,memberships & reference groups Ingroups & outgroups.
- 16. The Punctuated Equilibrium Model: According to this model, the process of group formation is characterized by long periods of inertia,punctuated or interspersed with brief periods of activity. These periods of activity primarily take place when the members become aware of the time & the approaching project deadline.
- 17. Dynamics of formal work groups: It includes- committees,commissions,boards,teams & task forces. Committees can perform various functions-a service, advisory or administrative functions Positive & Negative attributes of committees.