- Structured around inputs needed to complete tasks
- Usually involves specialties such as finance, marketing, production, engineering, research, and development
- Organizations usually transition from functional to divisional

Organizational Archetypes: Functional

- Generally structured around outputs needed to complete tasks
- Usually applies to products 

Organizational Archetypes: Divisional

- Performance of an organization results strictly from human characteristics
- Relates to individual needs, motivations, perceptions, attitudes, values, leadership, communications, etc.
- Dependent more on relationships than output of work

Human Relations Theory: Businesses

- Regardless of the nature of organization, there universal principles every organization should follow
- Follow principles like equality of responsibility, unity of command, unit of direction
- Some managers still follow this, dependent on manager

Classical Theory: Businesses

- Individual behavior must be analyzed with a decision making framework
- Division of labor, communications, authority
- Shaping environment based on decision-making

Organizational Decision Making Theory: Businesses

- Environmental conditions of organization are the most influential
- Sometimes participate-based organization is better
- Sometimes formal is better
- Dependent on type of organization

Contingency Theory: Businesses

Organizational archetypes classify the structural frameworks of for-profit businesses into distinct categories, primarily functional, divisional, and matrix structures. The chosen archetype significantly affects a business's efficiency, daily operations, and long-term strategy. Additionally, businesses may employ a combination of these structural archetypes, resulting in a hybrid organization.

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- In for-profit organizations, managers are usually in better positions than in Local government and Nonprofits to ensure the organizations run effectively
-  it's also worth it to take emotionally-costly decisions in these organizations because there’s more of a reward than other types
- For-profit organizations are more likely to offer promotions, and usually do not delegate decision-making to other workers as much as other organization types. 


For-profit Workplace Organization and Goals

Hax, Arnoldo C., and Nicolas S. Majluf. Operations Research, vol. 29, no. 3, 1981, pp. 417–47. JSTOR, http://www.jstor.org/stable/170106. Accessed 18 Jul. 2022.
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Organizational Design: A Survey and an Approach

- Some employers think working at home brings too many distractions
- More of a push to return to the office than Nonprofit organizations
- Hybrid: some workers work in person, some workers work remotely
- Remote workers tend to work more than on-site workers

For-profit Remote Workplace Design

- More likability in-person, more likely to be promoted
- More in-person connection leads to more persuasion when it comes to business deals
- Less expensive technology in person
- Post covid: some workers push back on in-person work
- Change organization of company

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