Organizational Culture Quarter

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Organizational Structure Quarter (hereinafter, the Quarter) is the first of four lectures of Operations Quadrivium (hereinafter, the Quadrivium):

The Quadrivium is the first of seven modules of Septem Artes Administrativi, which is a course designed to introduce its learners to general concepts in business administration, management, and organizational behavior.


Outline

The predecessor lecture is Business Intelligence Quarter.

Concepts

  1. Organization. A consciously coordinated social unit, composed of two or more legal entities, that functions on a relatively continuous basis to achieve a common goal or set of goals.
    • Organization. An autonomous unit within an enterprise under the management of a single individual or board, with a clearly defined boundary that works towards common goals and objectives. Organizations operate on a continuous basis, as opposed to an organizational unit or project team, which may be disbanded once its objectives are achieved.
    • Manufacturing organization. An organization that produces physical goods.
    • Service organization. An organization that produces nonphysical products in the form of services.
  2. Organizational structure. The formal arrangement of jobs within an organization.
    • Organizational structure. The way in which job tasks are formally divided, grouped, and coordinated.
    • Open innovation. Opening up the search for new ideas beyond the organization's boundaries and allowing innovations to easily transfer inward and outward.
    • Organization modeling. The analysis technique used to describe roles, responsibilities and reporting structures that exist within an organization.
  3. Organic model. A structure that is flat, uses cross-hierarchical and cross-functional teams, has low formalization, possesses a comprehensive information network, and relies on participative decision making.
  4. Mechanistic model. A structure characterized by extensive departmentalization, high formalization, a limited information network, and centralization.
  5. Organizational unit. Any recognized association of people in the context of an organization or enterprise.
  6. Organizational design. Creating or changing an organization's structure including identifying, documenting, and assigning project roles, responsibilities, and reporting relationships.
  7. Performing organization. The enterprise whose employees are most directly involved in doing the work of the project.
    • Functional organization. An organization structure in which staff are grouped hierarchically by specialty (e.g., production, marketing, engineering, and accounting at the top level; with engineering, further divided into mechanical, electrical, and others).
    • Projectized organization. Any organizational structure in which the project manager has full authority to assign priorities and to direct the work of individuals assigned to the project.
    • Matrix organization. Any organizational structure in which the project manager shares responsibility with the functional managers for assigning priorities and for directing the work of individuals assigned to the project.

Methods

Instruments

Practices

The successor lecture is Information Systems Quarter.

Materials

Recorded audio

Recorded video

Live sessions

Texts and graphics

See also