Organisational Design: Structuring and Restructuring Organizations Course, inc. Classical Organizational Design, Divisional Matrix, Divisional Structure, External Relationships, Functional Matrix, Functional Structure, Horizontal Relationships, Internal Relationships, Lines of Authority, Matrix Structure, Organizational Structure, Service Division, Simple Structure, Vertical Relationships, Worker Autonomy, in Abuja, Accra, Amman, Bangkok, Banjul, Beirut, Birmingham, Bogotá, Brasilia, Brunei, Brussels, Bucharest, Cairo, Colombo, Conakry, Dodoma, Doha, Dubai, Durban, Gaborone, Georgetown, Hanoi, Islamabad, Jakarta, Jeddah, Kathmandu, Kinshasa, Kuala Lumpur, Kuwait, Lagos, Lima, London, Luanda, Lusaka, Manama, Manila, Maputo, Muscat, Nairobi, New Delhi, New York, Niamey, Paramaribo, Paris, Quito, Rabat, Seoul, Singapore, Tokyo, Toronto, Tripoli, Windhoek, Wolverhampton, etc. and Online.

Course #031. Organizational Design: Structuring and Restructuring Organizations  Course, Leading to Diploma – Postgraduate – in Organizational Design: Structuring and Restructuring Organizations, 36 Credit-Hours, accumulating to a Postgraduate Certificate, with 144 additional Credit-Hours, and a Postgraduate Diploma, with 344 additional Credit-Hours.

Doctor of Philosophy {(PhD) {University College London (UCL) - University of London)};

MEd Management (University of Bath);

Postgraduate (Advanced) Diploma Science Teacher Ed. (University of Bristol);

Postgraduate Certificate in Information Systems (University of West London, formerly Thames Valley University);

Diploma in Doctoral Research Supervision, (University of Wolverhampton);

Teaching Certificate;

Fellow of the Institute of Management Specialists;

Human Resources Specialist, of the Institute of Management Specialists;

Member of the Asian Academy of Management (MAAM);

Member of the International Society of Gesture Studies (MISGS);

Member of the Standing Council for Organisational Symbolism (MSCOS);

Member of ResearchGate;

Executive Member of Academy of Management (AOM). There, his contribution incorporates the judging of competitions, review of journal articles, and guiding the development of conference papers. He also contributes to the Disciplines of:

Human Resources;

Organization and Management Theory;

Organization Development and Change;

Research Methods;

Conflict Management;

Organizational Behavior;

Management Consulting;

Gender & Diversity in Organizations; and

Critical Management Studies.

Professor Dr. Crawford has been an Academic in the following UK Universities:

University of London (Royal Holloway), as Research Tutor;

University of Greenwich (Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

University of Wolverhampton, (Wolverhampton Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

London Southbank University (Business School), as Lecturer and Unit Leader.

His responsibilities in these roles included:

Doctoral Research Supervisor;

Admissions Tutor;

Postgraduate and Undergraduate Dissertation Supervisor;

Programme Leader;

Personal Tutor.

 

 

For Whom This Course is Designed

 

This Course is Designed For:

  • Organisational Development (OD) Professionals and Practitioners

  • Human Resource Professionals

  • Managers

  • Supervisor

  • Training and Development Specialists

  • Executive and Management Development Directors

  • Performance Consultants

  • Internal Corporate Consultant

  • Organisational Change Agents

  • Line Managers and Design Teams

  • Department Heads

  • Anyone who wants to build expertise in organizational design and change management

Classroom-Based Duration and Cost:

Classroom-Based Duration:

6 Days

Classroom-Based Cost:

£6,000.00 Per Delegate

Group Cost:

Varies With Group Size

Group Residential Cost:

Up To 86% Discount, Based on Numbers.

Online Synchronous (Video-Enhanced) Duration and Cost

Online Duration:

12 Days @ 3 Hours Per Day

Online Cost:

£4,020.00 Per Delegate

 

The course cost does not include living accommodation. However, delegates are treated with the following:

Free Continuous snacks throughout the Event Days;  

Free Hot Lunch on Event Days;                           

Free City Tour;             

Free Stationery;                               

Free On-site Internet Access;

HRODC Postgraduate Training Institute’s   Diploma – Postgraduate; or

Certificate of Attendance and Participation – if unsuccessful on resit.

 

HRODC Postgraduate Training Institute’s Complimentary Products include:

 

HRODC Postgraduate Training Institute’s Leather Conference Folder;

HRODC Postgraduate Training Institute’s Leather Conference Ring Binder/ Writing Pad;

HRODC Postgraduate Training Institute’s Key Ring/ Chain;

HRODC Postgraduate Training Institute’s Leather Conference (Computer – Phone) Bag – Black or Brown;

HRODC Postgraduate Training Institute’s 8GB USB Flash Memory Drive, with Course/ Programme Material;

HRODC Postgraduate Training Institute’s Metal Pen;

HRODC Postgraduate Training Institute’s Polo Shirt.

 

Location:  Central London and International Locations

 

Organisational Design: Structuring and Restructuring Organisations Course, Leading to Diploma – Postgraduate in Organisational Design: Structuring and Restructuring Organisations. Click to download the PDF Brochure for this Course

 

Course Objectives

 

By the conclusion of the specified learning and development activities, delegates will be able to:

  • Suggest the approaches which might be adopted in designing an organisation;

  • Design an organisation adhering to the principles of horizontal and vertical relationship;

  • Distinguish between the basic types of structure;

  • Appropriately define organisational structure;

  • Distinguish between organismic and mechanistic structures;

  • Explain the approaches to organisational design;

  • Match the organisational design approach with the level of development of the organisation;

  • Identify horizontal relationships in organisational design;

  • Show the vertical relationships in an organisational chart;

  • Indicate the importance of vertical and horizontal relationships in organisational design;

  • Illustrate lines of authority in an organisational chart;

  • Illustrate communication channels in an organisational chart;

  • Discuss the co-ordinating mechanism in a simple structure;

  • Name the fundamental organisational structures and their variations;

  • Demonstrate an awareness of the fundamental issues associated with Organisational design and their implications for effective organisational functioning;

  • Identify an organisational structure from verbal description;

  • Distinguish between different organisational structures;

  • Provide examples of different bases of divisional structure;

  • Distinguish between the different types of matrix structures;

  • Illustrate their ability to design an appropriate organisational structure that takes account of contingent internal and external environmental factors;

  • Recommend the most appropriate structure for an organisation, taking contingent factors into account  

  • Be aware of the relationship between organisational structure and leader and organisational flexibility

  • Translate the positive and negative factors of particular types of structure to the design of an organisation which will enhance the effectiveness of an enterprise

  • Demonstrate their ability to encourage the type of superior-subordinate relationship which will be conducive to organisational success

  • Provide the bases for structural contingencies

  • Illustrate the effect of organisational structure on communication within an organisation

 

Course Contents, Concepts and Issues

 

 

Part 1: Contextualising Organisational Structure

 

  • Defining Organisations

  • Social Organisations

  • Formal Organisations

  • Salient Elements of Organisational Analysis

  • Roles,  

  • Responsibilities,

  • Accountability,

  • Internal Accountability

  • Upward Accountability

  • Downward Accountability

  • The Organisation’s External Accountability

  • Accountability To Owners/Sponsors

  • Accountability To Clients/Users/Customers

  • Accountability To Creditors

  • Accountability To Sector Or Industry

  • Accountability To The State

  • Authority,

  • Traditional Authority

  • Charismatic Authority

  • Legitimate Authority

  • Professional Authority

  • Power

  • Organisational Power Sources

  • Authority

  • Control over resources

  • Control over information, access to and control over the information flow

  • Control over uncertainty

  • Unobtrusive Power

  • Delegation

  • Bases of Delegation;

  • Delegation and Professional Authority;

  • Delegation and Superior-Subordinate Relationship;

 

 Part 2: Organisational Design: Typologies and Principles

 

  • An Introduction to Organisational Design

  • Approaches to Organisational Design

  • Classical Organisational Design

  • Bases of Classical Organisational Design

  • Formal authority

  • Rules & regulations

  • Precedent for the establishment of future policy

  • Protagonists of the Classical Approach to organisational Design

  • Max Weber

  • Frederick Taylor

  • Henri Fayol

  • Neo-Classical Organisational Design

  • Protagonists of Neo-Classical Organisational Design

  • Douglas McGregor

  • Rensis Likert

  • Chris Argyris

  • Scientific Management to Organisational Design: Mechanistic Approach to Organisational Design

  • Human Relations Movement: Humanistic Approach to Organisational Design

  • Contingency Approaches to Organisational Design: Structure-Environment Match

  • Organisational Structure for a Stable Environment

  • Organisational Structure for Changing Environment

  • Organisational Structure for Turbulent Environment

  • Organisational Structure and Internal and External Relationships

  • Levels of Control and Role Specificity

  • Mechanistic and Organismic Structures and Their Types of Relationships

  • A Case In Point: The Mechanistic Factory Setting

 

 Part 3: Organisational Design Features

  • Vertical Relationships in Organisational Design

  • Horizontal Relationships in Organisational Design

  • Lines of Authority and Accountability in Organisational Design

  • Types of Organisational Structure

  • The Simple Structure

  • The Functional Structure

  • The Divisional Structure and Its Internal Relationships

  • Bases of Divisionalisation

  • Product Divisional Structure

  • Service Divisional Structure

  • Geographic or Regional Divisional Structure

  • The Matrix Structure

  • Divisional Matrix Structure

  • Functional Matrix Structure

  • Customised Matrices

  • The Divisional Structure Compared with the Functional Structure on the Basis of:

  • Communication,

  • Co-Ordination,

  • Worker Autonomy,

  • The Organisation of the Matrix Structure

  • Identifying and Designing Organisational Structures

  

Part 4: Organisational Control, Communication and Decision-making in Matrix and Hierarchical Structures

  • Control as an Operational Necessity;

  • Control as a Co-ordinating Mechanism;

  • Bases of Co-ordinating;

  • Mutual Adjustment

  • Direct Supervision

  • Standardisation of Work Process

  • Standardisation of Output

  • Standardisation of Input

  • Structurally Derived Control System;

  • Importance Of Communication In Organisation

  • Corporate And Subsystem Needs

  • Programmes

  • Decisions

  • Problems

  • Emergencies And Contingencies

  • Individual, Subsystem And System Needs And Functions.

  • Barriers To Communication

  • Language

  • Cultural Differences

  • Power Distance

  • Emotion

 

 Part 5: Empirical Exploration of Organisational Control, Communication Pattern and Decision-making in Matrix and Hierarchical Structures

  • Organisational Control: Control Mechanism in the Matrix and Hierarchical Structures

  • Control Features in the Matrix Structure;

  • Control Mechanism in the Hierarchical Structures;

  • Decision-Making and Communication Patterns in Functional Structures;

  • Decision-Making and Communication Patterns in Divisional Structure;

  • Decision-Making and Communication Patterns in Matrix Structures;

  • The Interrelationship between Organisational Design and International Business;

  • The Place of the Divisional Structure in International Operations;

  • Communication In Organisation: The Problem Of Overload;

  • Organisation-wide communication as a feature of relationships:  The ability of the organisations to cope with these demands;

  • Written information in Matrix and Hierarchic Structures;

  • The use of meetings as a medium of communication and a system of management.

  

Part 6: Organisational Structure and Flexibility: An Empirical Exploration

  • Two Elements of Organisational Flexibility:

  • Individual Autonomy;

  • Structurally Derived - Facilitating Response To Environment;

  • Factors That Determine  Which Organisational Activities Are Established As Organisational 'Customs' or 'Practices';  

  • Norms and Behavioural Expectations;

  • The Degree To Which Norms Specify How Organisational Activities Are To Be Conducted;

  • The Relationship Between The Type of Organisational Structure In Which Workers Operate, on The One Hand, and the Degrees of Autonomy Which They Have Over Organisational Activities, on The Other;

  • The Implication of Structurally Derived Autonomy For The Strategic Flexibility Of Organisations;

  • Is Organisation-Wide Flexibility - The Ability Of Corporate Managers To Deal, Swiftly, With Pertinent Issues - Is Structurally Related?;

  • Is Managerial Discretion - Freedom To Exercise Discretion In Decision-Making, While Maintaining Workers' Support - Is Structurally Enshrined?;

  • Structural Facilitation of Institutionalisation of Ideologies;

  • Ideological Growth and Flexibility Constraints;

  • Structural Imposition of Expectation for Consultation, when swift and decisive action is required;

  • Organisational Structure and Leadership Style: Maintenance of Desirable Superior-Subordinate Relationship;

  • The Concept of ‘Flexion’?

  • Staff deployment as an Issue for Structural Flexibility;

  • Structural Implications for Demand for Participation in Decision-making;

  • Structure-Cultural Infusion;

  • Matrix and Hierarchical Structures: Flexibility or Flexion.

 

Organisational Design: Structuring and Restructuring Organisations Course, Leading to Diploma – Postgraduate in Organisational Design: Structuring and Restructuring Organisations. Click to download the PDF Brochure for this Course