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Adaptive organizational design

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organizational behavior

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Adaptive organizational design

  1. 1. Group : 6
  2. 2. Adaptive Organizational Design Chapter 11
  3. 3. 1: contemporary organizational designs. 2: organizations organize for collaboration. 3: flexible work arrangements used by organizations. 4: Organizing issues associated with a contingent workforce. 5: Today’s organizational design challenges. topics
  4. 4. PRESENTED BY M.IMRAN contemporary organizational designs.
  5. 5. Team Structure: An organizational structure in which the entire organization is made up of work teams. Matrix Structure : An organizational structure that assigns specialists from different functional departments to work on one or more projects
  6. 6. Project Structure - An organizational structure in which employees continuously work onprojects
  7. 7. Boundaryless Organization - An organization whose design is not defined by, or limited to, the horizontal, vertical, or external boundaries imposed by a predefined structure
  8. 8. Virtual Organization – An organization that consists of a small core of full- time employees and outside specialists temporarily hired as needed to work on projects.
  9. 9. Network Organization – An organization that uses its own employees to do some work activities and networks of outside suppliers to provide other needed product components or work processes.
  10. 10. Learning Organization – An organization that has developed the capacity to continuously learn, adapt, and change
  11. 11. Presented by Organizing For Collaboration
  12. 12. Organizations need to be more flexible in how work gets done, although it needs to get done efficiently and effectively Collaboration
  13. 13. Benefits and Drawbacks of Collaborative Work
  14. 14. Types of Collaboration Internal collaboration External collaboration
  15. 15. An organization’s collaboration efforts can be internal – that is among employees within the organization. Forms of internal collaboration includes Cross-functional team Task forces Communities of practice Internal Collaboration
  16. 16. Cross-functional team – A work team composed of individuals from various functional specialties.
  17. 17. Task force A temporary committee or team formed to tackle a specific short-term problem affecting several departments
  18. 18. Communities of practice Groups of people who share a concern, a set of problems, or a passion about a topic, and who deepen their knowledge and expertise in that area by interacting on an ongoing basis.
  19. 19. An organization‘s collaboration efforts can be external – with any stakeholders. Forms of external collaboration include Open innovation Strategic partnerships External Collaboration
  20. 20. Open innovation opening up the search for new ideas beyond the organization’s boundaries and allowing innovations to easily transfer inward and outward.
  21. 21. Benefits and Drawbacks of Open Innovation
  22. 22. Strategic partnerships – collaborative relationships between two or more organizations in which they combine their resources and capabilities for some business purpose.
  23. 23. Flexible Work Arrangements Presented by HIRA QARAR
  24. 24. Flexible Work Arrangements Telecommuting – A work arrangement in which employees work at home and are linked to the workplace by computer.
  25. 25. Compressed workweek – A workweek where employees work longer hours per day but fewer days per week Flextime (or flexible work hours) – A scheduling system in which employees are required to work a specific number of hours a week but are free to vary those
  26. 26. Job sharing - the practice of having two or more people split a full-time job.
  27. 27. Contingent Workforce PRESENTED BY BUSHRA RANA
  28. 28. Contingent Workforce Contingent workers - temporary, freelance, or contract workers whose employment is contingent upon demand for their services.
  29. 29. ORGANIZATION DESIGN CHALLENGES A company with a strong organizational structure benefits from improved communication, a well-defined hierarchy and the ability to create a unified company message.
  30. 30. Keep employee connected An engaged employee is a person who is fully involved in, and enthusiastic about, his or her work. In his book, Getting Engaged
  31. 31. 1.COMMUNICATIONS. 2.CORRUPTION. 3.CRIME, ILLICIT MARKETS, AND MONEY LAUNDERING. 4.HUMAN RIGHTS. 5.NUCLEAR, BIOLOGICAL, AND CHEMICAL WEAPONS Managing global structure issue
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