Matrix organisation structure
Tall organisational structure with seven
(7) levels
Flat organisation with three(3) levels
Methods of Horizontal Co-ordination
Horizontal coordination methods for increasing information-processing capacity
Formal and informal groups in an organisation
Managing
director
project |
General |
General |
General |
General |
General |
leaders |
manager |
manager |
manager |
manager |
manager |
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Engineering |
Production |
Marketing |
Finance |
HR |
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The relationship between performance |
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and ability, motivation and working |
conditions |
ability |
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motivation |
X |
Environmental |
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performance |
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The Control Process
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Top Management |
Strategic |
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Strategic |
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Organisation-wide perspective |
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Planning |
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Control |
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Long timeframe |
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Middle Management |
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Tactical |
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Tactical |
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Department perspective |
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Planning |
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Control |
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Periodic timeframe |
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First-Line Management |
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Operational |
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Operational |
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Inut/Individual perspective |
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Planning |
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Control |
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Short timeframe |
Steps in the control process
determine |
establish |
measure |
Compare |
Standards met |
areas to |
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or exceeded |
control |
standards |
performance |
Performance |
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against |
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standards |
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Standards not |
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met |
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take corrective |
recognise |
action as |
performance |
required |
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Adjust standards and measures as necessary
Four levers of strategic control
LEVERS FOR STRATEGIC
CONTROL
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2 |
3 |
4 |
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Belief systems |
Boundary systems |
Performance |
Interactive monitoring |
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monitoring systems |
systems |
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Mission |
Risk avoidance |
Critical goals and |
Opportunity focus |
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standards |
Networking |
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Core values |
Policies, rules, |
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Evaluation and |
Continuous search |
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procedures |
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feedback |
and learning |
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