departmentalization

Examples of departmentalization in the following topics:

• Characteristics of Organizational Structures

  • Important characteristics of an organization's structure include span of control, departmentalization, centralization, and decentralization.
  • Each of these structures provides different degrees of four common organizational elements: span of control, departmentalization, centralization, and decentralization.
  • Departmentalization is the process of grouping individuals into departments and grouping departments into total organizations.
  • Team - departmentalization by teams of people brought together to accomplish specific tasks
  • Outline the departmentalization options available to corporations from an organizational structure perspective and differentiate between centralized and decentralized decision-making, and the resulting structural implications

• Divisional Structure

  • Product departmentalization: A divisional structure organized by product departmentalization means that the various activities related to the product or service are under the authority of one manager.
  • Geographic departmentalization: Geographic departmentalization involves grouping activities based on geography, such as an Asia/Pacific or Latin American division.
  • Geographic departmentalization is particularly important if tastes and brand responses differ across regions, as it allows for flexibility in product offerings and marketing strategies (an approach known as localization).

• Functional Structure

  • Recent trends that aim to combat these disadvantages include the use of teams that cross traditional departmental lines and the promotion of cross-functional communication.

• Middle-Level Management

  • They are accountable to the top-level management for their department's function, and they devote more time to organizational and directional functions than upper management.

• Matrix Structure

  • Generally speaking, larger companies with a need for a great deal of cross-departmental communication benefit most from this model.

• Increasing Coordination

  • These include creating a well-communicated and accurate mission statement; clearly defining strategic objectives; monitoring and evaluating each functional group; providing company-wide updates and communications from each department; and, wherever possible, promoting cross-departmental meetings and projects.

• Employee Transfers

  • It is predicated on the original department's ability to absorb the loss of that employee as well as the level of need in the new department.

• Managing Organizational Diversity

  • Upper management and departmental managers are not the only individuals involved in diversity management, however.

• Increased Reliance on Contractors and Part-Time Employees

  • HR professionals and departmental managers must be aware of the tradeoffs and opportunity costs of the models they chose to employ.

• Overview of Inputs to Strategic Planning

  • The emphasis is on short-term and medium-term plans and is limited to the domain of each department's functional responsibility.