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Organisational Structure &  HRM ,[object Object],[object Object],[object Object],[object Object]
Organisational Design & Organisational Structures ,[object Object],[object Object]
Organizational Design ,[object Object],[object Object],[object Object],[object Object],[object Object]
2. The Task-Technology Approach ,[object Object],[object Object],[object Object],[object Object]
Woodwards’ Research ,[object Object],[object Object],[object Object]
The Task-Technology Approach ,[object Object],[object Object],[object Object],[object Object]
The Task-Technology Approach ,[object Object],[object Object],[object Object],[object Object],AL JUBAIL  PETROCHEMICAL PLANT,  SAUDI ARABIA
3. The Environmental Approach ,[object Object],[object Object]
The Environmental Approach ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Comparing Mechanist & organic structure Diverse Centralized Control Expertise Authority Influence Low High Formalization Lateral Vertical Communication Flexible Rigid Task Definition Organic Mechanist Characteristics
Formal & Informal Organisations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Tall & Flat Org. Structure Span of Control of 4: Total employees = 4096 Managers at levels 1-6 = 1365 Span of  Control of 8:  Total employees = 4096 Managers at levels 1-4 = 585 Difference in managers equals 780. ,[object Object],[object Object]
Span of Control 1 4 16 64 256 1024 4096 1 8 64 512 4096 Span of 8 Span of 4 Members at each level Managers = 1365 Managers = 585
Matrix Structure
Network Structure ,[object Object],[object Object],[object Object]
Responsibility, Authority & Accountability ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Authority ,[object Object],[object Object],[object Object]
Accountability ,[object Object]
Line & Staff Functions ,[object Object],[object Object]
Line & Staff Conflict ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The role of HRD in an organisation Specialist Controller Change  Agent Facilitator HRD
HRM & other Org. Functions Products Techn- ology Marketing Production HRM
HR Strategy ABB To build value, performance and leadership into ABB, responsibility, respect and determination are key   ,[object Object],[object Object],[object Object]

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Organisational Structure And Hrm 171

  • 1.
  • 2.
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10. Comparing Mechanist & organic structure Diverse Centralized Control Expertise Authority Influence Low High Formalization Lateral Vertical Communication Flexible Rigid Task Definition Organic Mechanist Characteristics
  • 11.
  • 12.
  • 13. Span of Control 1 4 16 64 256 1024 4096 1 8 64 512 4096 Span of 8 Span of 4 Members at each level Managers = 1365 Managers = 585
  • 15.
  • 16.
  • 17.
  • 18.
  • 19.
  • 20.
  • 21. The role of HRD in an organisation Specialist Controller Change Agent Facilitator HRD
  • 22. HRM & other Org. Functions Products Techn- ology Marketing Production HRM
  • 23.