Organisational Design: Structuring and Restructuring Organisations Postgraduate Course

HRODC Postgraduate Training Institute
In Central London (Grossbritannien)


Wichtige informationen

  • Short course
  • Central london (Grossbritannien)
  • 30 Lehrstunden
  • Dauer:
    6 Days
  • Wann:
    Freie Auswahl

Would you like to expand your knowledge of organizational development? Undertake this course offered by the HRODC Postgraduate Training Institute and published in, and learn the several methods which can be adopted to design an organization.

This course is aimed at HHRR professional, department heads, supervisors, managers and everyone looking for improve the organisational structure of enterprises. Students will learn how to define organizational structure and its basic types. Therefore, they will be able to design an organisation according to the principles of both vertical and horizontal relationship, among others. In short, at the end of the course students will be able to translate the positive factors of organizational design in order to enhance the effectiveness of an enterprise.

Upon successful completion of the course, delegates will gain the Diploma Postgraduate in Organisational Design: Structuring and Restructuring Organisations, whose credits accumulate to a Postgraduate Diploma. If delegate is unsuccessful at the resit, he will receive a Certificate of Participation and Attendance.

Wichtige informationen

Voraussetzungen: Degree or Work Experience

Accredited or approved course provider: Diploma-Postgraduate in Organisational Design: Structuring and Restructuring Organisations - HRODC Postgraduate Training Institute


Wo und wann

Beginn Lage
Freie Auswahl
Central London
Carburton Street, W1W 5EE, London, Grossbritannien
Plan ansehen

Was lernen Sie in diesem Kurs?

Decision Making
Communication Training
Organisational Design
Human Relations Movement
Organisational Structure
Lines of Authority and Accountability
Bases of Divisionalisation
Organisational Control
Organisational Flexibility
Structural Contingency
Customised Matrices
Mechanistic and Organismic Structures
Levels of Control
Role Specificity
The Organisation of the Matrix Structure
Organisational Improvement
Worker Autonomy
Types of organisational structure
Geographic Divisional Structure


Part 1: Contextualising Organisational Structure


Ø  Defining Organisations

Ø  Social Organisations

Ø  Formal Organisations

Ø  Salient Elements of Organisational Analysis

Ø  Roles,  

Ø  Responsibilities,

Ø  Accountability,

      Internal Accountability

      Upward Accountability

      Downward Accountability

Ø  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

Ø  Authority,

      Traditional Authority

      Charismatic Authority

      Legitimate Authority

      Professional Authority

Ø  Power

Ø  Organisational Power Sources


      Control over resources

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

      Control over uncertainty

      Unobtrusive Power

Ø  Delegation

      Bases of Delegation;

      Delegation and Professional Authority;

      Delegation and Superior-Subordinate Relationship;



Part 2: Organisational Design: Typologies and Principles


Ø  An Introduction to Organisational Design

Ø  Approaches to Organisational Design

Ø  Classical Organisational Design

Ø  Bases of Classical Organisational Design

      Formal authority

      Rules & regulations

      Precedent for the establishment of future policy

Ø  Protagonists of the Classical Approach to organisational Design

      Max Weber

      Frederick Taylor

      Henri Fayol

Ø  Neo-Classical Organisational Design

Ø  Protagonists of Neo-Classical Organisational Design

      Douglas McGregor

      Rensis Likert

      Chris Argyris

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

Ø  Human Relations Movement: Humanistic Approach to Organisational Design

Ø  Contingency Approaches to Organisational Design: Structure-Environment Match

      Organisational Structure for a Stable Environment

      Organisational Structure for Changing Environment

      Organisational Structure for Turbulent Environment

Ø  Organisational Structure and Internal and External Relationships

Ø  Levels of Control and Role Specificity

Ø  Mechanistic and Organismic Structures and Their Types of Relationships

Ø  A Case In Point: The Mechanistic Factory Setting



Part 3: Organisational Design Features


Ø  Vertical Relationships in Organisational Design

Ø  Horizontal Relationships in Organisational Design

Ø  Lines of Authority and Accountability in Organisational Design

Ø  Types of Organisational Structure

      The Simple Structure

      The Functional Structure

      The Divisional Structure and Its Internal Relationships

Ø  Bases of Divisionalisation

      Product Divisional Structure

      Service Divisional Structure

      Geographic or Regional Divisional Structure

Ø  The Matrix Structure

      Divisional Matrix Structure

      Functional Matrix Structure

Ø  Customised Matrices

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



      Worker Autonomy,

Ø  The Organisation of the Matrix Structure

Ø  Identifying and Designing Organisational Structures



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


Ø  Control as an Operational Necessity;

Ø  Control as a Co-ordinating Mechanism;

Ø  Bases of Co-ordinating;

      Mutual Adjustment

      Direct Supervision

      Standardisation of Work Process

      Standardisation of Output

      Standardisation of Input

Ø  Structurally Derived Control System;

Ø  Importance Of Communication In Organisation

Ø  Corporate And Subsystem Needs




      Emergencies And Contingencies

      Individual, Subsystem And System Needs And Functions.


Ø  Barriers To Communication


      Cultural Differences

      Power Distance




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


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

Ø  Control Features in the Matrix Structure;

Ø  Control Mechanism in the Hierarchical Structures;

Ø  Decision-Making and Communication Patterns in Functional Structures;

Ø  Decision-Making and Communication Patterns in Divisional Structure;

Ø  Decision-Making and Communication Patterns in Matrix Structures;

Ø  The Interrelationship between Organisational Design and International Business;

Ø  The Place of the Divisional Structure in International Operations;

Ø  Communication In Organisation: The Problem Of Overload;

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

Ø  Written information in Matrix and Hierarchic Structures;

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



Part 6: Organisational Structure and Flexibility: An Empirical Exploration


Ø  Two Elements of Organisational Flexibility:

      Individual Autonomy;

      Structurally Derived - Facilitating Response To Environment;

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

Ø  Norms and Behavioural Expectations;

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

Ø  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;

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

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

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

Ø  Structural Facilitation of Institutionalisation of Ideologies;

Ø  Ideological Growth and Flexibility Constraints;

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

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

Ø  The Concept of ‘Flexion’?

Ø  Staff deployment as an Issue for Structural Flexibility;

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

Ø  Structure-Cultural Infusion;

Ø  Matrix and Hierarchical Structures: Flexibility or Flexion.

Zusätzliche Informationen

HRODC Postgraduate Training Institute is registered with the UK Registry of Learning Providers (UKRLP) of the Department for Business, Innovation and Skills. The registration number is 10019585 and can be verified at