Organizational Structure Comp 2 Mod 4 Reflection MGTCB 526.docx MGTCB/526 Organizational

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Organizational Structure Comp 2 Mod 4 Reflection MGTCB 526.docx MGTCB/526 Organizational Structure: Darden Restaurants, Inc. “ Comp 2 Mod 4 Reflection MGTCB/526 Organizational Structure: Darden ... Restaurants, Inc. Every organization needs to have some form of organizational structure. Without it, keeping up with employees, delegating tasks, and other major business related activities would suffer drastically. Time and careful consideration should be utilized when designing which structure will be used. Factors Affecting Organizational Structure There are four vital factors that affect the design of organizational structure. According to Jones (2020), these factors are: the organizational environment (changes and levels of uncertainty), strategy (structures vary by strategies), technology (more complex technology used means high difficulty regulating and controlling calling for a flexible structure), and human resources (level of skills possesses by employees). After analyzing those factors, managers must divide tasks into specific jobs. Here, the division of labor and job design are used to motivate employees to perform at their highest ability. Job enlargement refers to increasing the number of tasks as a way to minimize boredom and job enlargement involves expanding the amount of responsibility to promote growth and development (Jones, 2020). Both are elements in job design. Types of Organizational Structures While there are many forms of organizational structure, functional and divisional are explained. The functional structure,. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . [Show More]

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