List the traditional and modern models of organizational design.Identify the seven essential elements for the development of an organizational structure.
Instructions:

Read the attached “Structure of the Organization ” literature

Identify the seven essential elements for the development of an organizational structure.

1) Work Specialization

2) Departmentalization

3) Chain of Command

4) Span of Control

5) Centralization

6) Decentralization (When can you delegate authority? How much discretion should a subordinate have? Should a subordinate be allowed to participate in decision making? Who else needs to know of the delegation of authority? What controls of feedback can be used?

7) Formalization

List the traditional and modern models of organizational design.

TRADITIONAL -Identify simple structure, bureaucratic, matrix structures.

MODERN – Team, Virtual Organization, Organization without boundaries

What are its advantages and disadvantages of each model?

What should be considered when choosing a model?

Which factors are preferred for the different organizational structures?

What implications of the different organizational designs have on employee’s behavior?

An essay is in APA format.

References 4-6 (the attached ones could also be used. See below)

No Plagiarism – No copy paste.

Follow ATTACHED file information.

Word count: no less than 2500

References

CAPPELLI P and P D SHERER The Missing Role of Context in OB: The Need for a Meso-Level Analysis,” in L.L.

Cummings and B.M. Staw (Eds.), Research in Organizational Behavior, Vol. 13 (Greenwich, CT: JAI Press, 1991),

55—110.
GALBRAITH, J.R., and E.E. LAWLER, iii, Organizing for the Future: The New Logic for Managing Complex

Organizations (San Francisco: Jossey-Bass, 1993).

HIRSCHHORN, L., and T. GILMORE, “The New Boundaries of the ‘Boundaryless’ Company,” Harvard Business

Review (May June 1992), pp. 104—15.

JACQUES, E., “In Praise of Hierarchy,” Harvard Business Review (January-February 1990), pp. 127—33.

LAWLER, E.E., in, The Ultimate Advantage: Creating the High-Involvement Organization (San Francisco: Jossey-

Bass, 1992).

MILLER, 0., “Organizational Configurations: Cohesion, Change, and Prediction,” Human Relations (August 1990),

771—89.
MITROFF, 1.1., RO. MASON, and G.M. PEARSON, “Radical Surgery: What Will Tomorrow’s Organizations Look

Like?” Academy of Management Executive (May 1994), pp. 11—21.

PARTHASARATHY, R., and S.B. SETH!, “The Impact of Flexible Automation on Business Strategy and

Organizational Structure,” Academy of Management Review (January 1992), pp.

86—111.

PINCHOT, G., and E. PINCHOT, The End of Bureaucracy and the Rise of the Intelligent Organization (San Francisco:

Berrett-Koehler, 1994).

ROBBINS, S. P., Organization Theory: Structure, Design, and Applications, 3rd ed. (Englewood Cliffs, NJ: Prentice

Hall, 1990).

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