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Organizational Structure: Denition and

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Instructor: John McLaughlin

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1 - The Evolution of Organizational

Behavior (/academy/topic
/the-evolution-of-organizationalbehavior.html)

2 - Management and Organizational

Behavior (/academy/topic
/management-and-organizationalbehavior.html)

3 - Foundations of Individual Behavior

(/academy/topic/foundationsof-individual-behavior.html)

4 - Personality and Behavior in

Organizations (/academy/topic
/personality-and-behaviorin-organizations.html)

5 - Emotions and Moods in the

Workplace (/academy/topic/emotionsand-moods-in-the-workplace.html)

6 - Attitudes and Values in the

Workplace (/academy/topic/attitudesand-values-in-the-workplace.html)

7 - Ethics in the Workplace (/academy

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26 chapters | 232 video lessons

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In this lesson you will learn the denition of organizational structure and how the structure
of an organization can inuence the attitudes and behaviors of organizational members.

Organizational Structure

/topic/ethics-in-the-workplace.html)

8 - Perception and Attribution

(/academy/topic/perceptionand-attribution.html)

An organization is a group of people who together work to achieve a common goal. In

needs to be done in order to meet the goals of the organization. Organizational structure
denes how tasks are divided, grouped, and coordinated in organizations. Every
organization has a structure that claries the roles that organizational members perform, so
that everyone understands their responsibilities to the group.
For example, the Beaver Scouts is a youth organization that meets for outdoor activities,
such as hiking and camping. When the Beaver Scouts of Colony #33 go camping, the lodge
leader constructs a list of tasks that must be performed during the trip. Tasks are divided up
among the members of the colony and written down on a chore chart, so every scout knows
what job they are responsible for each day. Without this formal structure, the scouts would
waste a lot of time trying to decide who should do what, and many tasks would likely go
undone.

The Role of Structure in an Organization

Similar to the Beaver Scout chore chart, companies use a diagram called an organizational
chart that displays the structure of the organization, and also shows the relationships
between organizational members and the ranks of all the positions in the organization.
The formal structure of an organization provides two important roles for organizational
members. The structure of an organization claries roles for organizational members, so
that each member knows what they are supposed to do and who they report to. The
structure also dictates the amount of control an organizational member has regarding his
job in the organization.

Six Elements of Organizational Structure

The structure of an organization
consists
a combination
of six
different
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areover
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in anlove
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9 - Learning in the Workplace (/academy

/topic/learning-in-the-workplace.html)
10 - Employee Motivation (/academy
/topic/employee-motivation.html)

11 - Individual Decision Making in

Organizations (/academy/topic
/individual-decision-makingin-organizations.html)

Support

order to work together eciently, the group must nd the best way to organize the work that

12 - Workforce Diversity (/academy/topic

/workforce-diversity.html)
13 - Organizational Communication in
Business (/academy/topic
/organizational-communicationin-business.html)

14 - Groups and Work Teams (/academy

/topic/groups-and-work-teams.html)

15 - Group Decision Making (/academy

/topic/group-decision-making.html)

16 - Conict in the Workplace (/academy

/topic/conict-in-the-workplace.html)
17 - Leadership in Organizational
Behavior (/academy/topic/leadershipin-organizational-behavior.html)

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Work specialization - the rst element that affects the structure of an organization is how
tasks are subdivided into separate jobs. Is a job completed by an individual, or is it broken
down into separate steps and completed by several individuals? The more a job is broken

18 - Leadership Theory in Organizational

Behavior (/academy/topic/leadershiptheory-in-organizational-behavior.html)

down into small tasks, the more specialization is required by each individual worker. High
specialization results in high eciency, but can lead to boredom by workers who are
required to perform the same repetitive task over and over.
The next element of organizational structure is departmentalization, which establishes how
jobs are grouped together. Jobs can be grouped in many ways, including by job function,
product line, or territory. Every organization has a chain of command, which provides a line
of authority that reaches from the top of the organization to the bottom and spells out who

19 - Leadership Styles in Organizational

Behavior (/academy/topic/leadershipstyles-in-organizational-behavior.html)

20 - Organizational Structure and Design

(/academy/topic/organizational-designstructure.html)

The structure of every organization must also dictate how many managers are required to
direct their employees. This is known as the span of control and determines how many
individuals a manager can eciently and effectively manage. Companies with wider spans of
control require fewer managers and are more ecient than companies with narrow spans
of control, but if the span of control becomes too large, employees may not receive
adequate leadership and support from their managers.

Organizational Structure:
Denition and Inuence on
Organizational Behavior
(/academy/lesson
/organizational-structuredenition-and-inuenceon-organizationalbehavior.html)

6:51

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reports to whom in the organization.

Another element of organizational structure is centralization and decentralization, which

7:43

determines 'where does decision-making authority lie?' If top management makes all the

Next Lesson

organizational decisions with no input from lower-level personnel, the organization is

Organizational
Design and
Structure
(/academy/lesson
/organizational-designand-structure.html)

considered to be centralized. The more that lower-level managers are involved in the
decision-making process, the greater the degree of decentralization that exists in the
organization.
The nal element of organizational structure is formalization, which determines to what
degree the jobs in the organization are standardized. A highly formalized job has clearly
dened procedures and leaves organizational members little freedom in regard to how they
perform their tasks. A low degree of formalization, on the other hand, allows employees a
high degree of exibility in how they get their jobs done.
Continue reading...

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Mechanistic & Organic

Organizational Business
Structures (/academy/lesson
/bureaucratic-organizationsmechanic-organicbureacracies.html)

7:09

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Work Specialization in
Authority in Centralized &
Organizations (/academy/lesson
Decentralized Organizations
/work-specialization(/academy/lesson/authorityin-organizations.html)
in-centralized-decentralizedorganizations.html)

5:10
4:59

Types of Traditional
Organizational Designs: Simple,
Functional & Divisional Designs
(/academy/lesson/typesof-organizational-structuresfunctional-divisional-matrixteam-network.html)

7:46

Types of Contemporary
Organizational Designs: Matrix,
Team & Network Designs
(/academy/lesson/typesof-contemporary-organizationaldesigns-matrix-team-networkdesigns.html)

8:41

Bureaucracy: Max Weber's

Theory of Impersonal
Management (/academy/lesson
/bureaucracy-max-weberstheory-of-impersonalmanagement.html)

5:00

The Boundaryless Organization:

Structure and Advantages
(/academy/lesson
/the-boundaryless-organizationstructure-and-advantages.html)

8:29

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Organizational Structure: Definition and Influence on Organizational Behavior - Video...

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Characteristics of Informal
5:52
Select
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Organizations: The Grapevine &

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7:40

Strategy and Organizational

Structure (/academy/lesson
/strategy-and-organizationalstructure.html)

6:27

The Organizational Life Cycle

(/academy/lesson
/the-organizationallife-cycle.html)

7:25

Technology: How Organizations

Turn Inputs to Outputs
(/academy/lesson/technologyhow-organizations-turn-inputsto-outputs.html)

9:21

Organizational Size: Impacts on

Structure and Design of an
Organization (/academy/lesson
/organizational-size-impactson-structure-and-design-of-anorganization.html)

9:25

Lean Organizational Structure

(/academy/lesson/leanorganizational-structure.html)

5:21

Support

Informal Groups (/academy

Organizational Downsizing:
/lesson/characteristicsDenition, Strategies &
of-informal-organizationsBusiness Impacts (/academy
the-grapevine-informal/lesson/organizationalgroups.html)
downsizing-denitionstrategies-businessimpacts.html)

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8:57

Organizational Design and

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Organizational Behavior
E-Business Enhanced and
(/academy/lesson
E-Business Enabled
/organizational-designOrganizations (/academy/lesson
and-organizational/e-business-enhanced-and-ebehavior.html)
business-enabledorganizations.html)

http://education-portal.com/academy/lesson/organizational-structure-definition-and-i...

5:24

21 - Job Design (/academy/topic

/job-design.html)
Job Design: Denition and
Purpose (/academy/lesson
/job-design-denitionand-purpose.html)

6:50

Fredrick Taylor & Management:

Maximizing Productivity &
Eciency (/academy/lesson
/fredrick-taylor-managementmaximizing-productivityeciency.html)

7:52

Behavioral Approaches to Job

Design (/academy/lesson
/behavioral-approaches-to-jobdesign.html)

5:00

Support

Go to Organizational Structure and

Design (/academy/topic
/organizational-designstructure.html)

Social Information Processing:

5:24
Denition and Importance in
Job Design (/academy/lesson
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denition-and-importanceAn Interdisciplinary Approach

in-job-design.html)
to Job Design (/academy/lesson
/an-interdisciplinary-approachto-job-design.html)

http://education-portal.com/academy/lesson/organizational-structure-definition-and-i...

6:08

4:11

Hackman & Oldham's Job

Characteristics Model
(/academy/lesson/hackmanoldhams-job-characteristicsmodel.html)

5:53

Types of Job Redesign: Job

Enrichment, Enlargement &
Rotation (/academy/lesson
/types-of-job-redesignjob-enrichment-enlargementrotation.html)

6:17

Job Flexibility in the Workplace

(/academy/lesson/job-exibilityin-the-workplace.html)

5:59

Reengineering Jobs for

Continuous Improvement
(/academy/lesson
/reengineering-jobs-forcontinuous-improvement.html)

5:12

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Empowerment and Job Design

(/academy/lesson
/empowerment-and-jobdesign.html)

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/job-design.html)

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9 of 10

22 - Organizational Culture (/academy

/topic/organizational-culture.html)

23 - Organizational Change and

Organizational Behavior (/academy
/topic/organizational-changeand-organizational-behavior.html)

24 - Managing Workplace Stress

(/academy/topic/managing-workplacestress.html)

25 - Career Management (/academy

/topic/career-management.html)

26 - Global Implications of
Organizational Behavior (/academy
/topic/global-implicationsof-organizational-behavior.html)

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