Organizing Trend

Maddern, J., Courtney, M., Montgomery, J., & Nash, R. (2006). Traditional and emerging organisational designs (2nd ed.). Marrickville, Australia: Elsevier Australia.

Departmentalization includes two parts Traditional Organization Structures and Horizontal Organization Structures. Traditional Organization Structures is divided three structures that are Functional,

Every type of company or organization that exists operates with a certain organizational structure. However, the organizational structure is tailored to best meet the needs and services of the company. Organizational structures are used as a means of communicating how business will take place within an organization. The structure of an organization is important to the main areas that make an organization function effectively. Organization functions and designs determine the organizational structure. Memphis City Schools has a horizontal organizational structure. Although a horizontal structure exists as the overall structure at the executive level, a vertical structure is also in place at the management/staff level.

Organisation Design – This area of the map concentrates on shaping the organisation structure to the business

Organizational design is defined as a functional, divisional, and matrix structure in an organization. For Boeing, a Metrix structure is used for stronger horizontal alignment for the organization, starting with the CEO, the matrix structure of Boeing flows downward to nine department heads who are senior vice presidents, these departments are listed as follow:

2. Departmentalization is the process of grouping activities, customers, or job functions into specialized groups of an organization to create better coordination. All large companies have multiple departments. These departments are specialized units that carryout specific functions for a company. Most organizations have the functional departments of human resources, accounting, sales, and information technology. Types of Departmentalization

There can be a sales director of the western region and a sales director of the southern region. In product departmentalization, jobs are grouped by the particular products and services they provide. In process departmentalization, jobs that do the same tasks are grouped together. For example, in a sewing plant departments would be separated into sewing, assembling, finishing, and inspection and shipping. In customer departmentalization departments are separated by particular customers' needs. The third design element is chain of command where there is an established understanding of who is the authority figure, who is responsible for what, and if there is a unity of command. The fourth design element is span of control, which is how many people managers can effectively and efficiently manage and control. There is wide span of control where managers have more people reporting to them; then there is narrow span of control where less people are reporting to managers. The fifth design element is centralization vs decentralization. In an organizational structure with centralized decision making, decisions are made at the top

In addition to being referred to as position management, organizational design incorporates the analysis of individual position and their arrangement in the entire organization. Therefore, an efficient organizational design supports clear lines of authority, responsibilities of the authorities, cooperation and trust, effective communication, smooth and timely work flows, cost efficiency, and flexibility to changing situations.

An example of product departmentalization would be a large multiproduct organization like a pharmaceutical distributor.

Next, the departmentalization of the organization will be a combination of two processes already know in the corporate world. We shall use of a form of function and location departmentalization, meaning that we will have an international marketing team and a national

Effective organizational structures define how job tasks are subdivided, grouped, coordinated, and managed. Six key components of organizational structures include division of labor, departmentalization, chain of command, span of control, centralization, and formalization (Remme, Jones, Van der Heijden, & De Bono, 2008, p. 79). Each element influence how employees interact with each other to reach organizational goals. Different structures are common in similar organizations among high performing organizations (Reimann, 1974, p. 707). The most appropriate structure will depend on the unique needs and culture of the organization.

Organizational structure is a formal relationship between management and the employees. It is a way to motivate the employees and get them to working. It is also away to get employees to follow the company goals, and work together as a team. To make an organization work they need to have an organized structure to be able to run the company. The mission

Organizational structure plays an important role in the development, and arrangement of tasks. This is because the structure of an organization is used to coordinate department, and tasks such as coordination, allocation, and supervision. These activities are geared towards the achievement of set goals and objectives of respective organizations. When designing the organizational structure, I took into consideration the goals and objectives of the company. I considered both the long term and the short-term goal. This enabled me design the above

The department is certainly identifiable and exists as a formal support unit. However, the department is still not perceived to be as important as other units directly related to production such as quality and engineering. Following are some reasons why this is so:

Organizational structure is a system that consists of explicit and implicit institutional rules and policies designed to outline how various work roles and responsibilities are delegated, controlled and coordinated. (Investopedia, 2017) , It determines the guidelines of activities such as task distribution, coordination, and supervision to reach and achieve organizational objectives. The organization can be structured in various ways, depending on its objectives.