Management ch10 (2)
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This document provides an overview of organizational structure and design. It discusses key elements of organizational structure like departmentalization, chain of command, span of control and centralization. It also covers factors that influence organizational design decisions such as strategy, size, technology and environmental uncertainty. Different organizational designs are described including traditional functional and divisional structures as well as contemporary team, matrix and project structures. The document emphasizes that organizational structure should support organizational strategy and adapt to contingencies in the external environment.
Management ch10 (2)
- 1. 8th edition Steven P. Robbins Mary Coulter PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved.
- 2. LEARNING OUTLINE Follow this Learning Outline as you read and study this chapter. Defining Organizational Structure • Discuss the traditional and contemporary view of work specialization. • Describe each of the five forms of departmentalization. • Explain cross-functional teams. • Differentiate chain of command, authority, responsibility, and unity of command. • Discuss the traditional and contemporary views of chain of command. • Discuss the traditional and contemporary views of span of control. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 10–2
- 3. L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. Defining Organizational Structure (cont’d) • Tell what factors influence the amount of centralization and decentralization. • Explain how formalization is used in organizational design. Organizational Design Decisions • Contrast mechanistic and organic organizations. • Explain the relationship between strategy and structure. • Tell how organizational size affects organizational design. • Discuss Woodward’s findings in the relationship of technology and structure. • Explain how environmental uncertainty affect organizational design. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 10–3
- 4. L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. Common Organizational Designs • Contrast the three traditional organizational designs. • Explain team-based, matrix, and project structures. • Discuss the design of virtual, network, and modular organizations. • Describe the characteristics of a learning organization. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 10–4
- 5. Defining Organizational Structure • Organizational Structure The formal arrangement of jobs within an organization. • Organizational Design A process involving decisions about six key elements: Work specialization Departmentalization Chain of command Span of control Centralization and decentralization Formalization Copyright © 2005 Prentice Hall, Inc. All rights reserved. 10–5
- 6. Organizational Structure • Work Specialization The degree to which tasks in the organization are divided into separate jobs with each step completed by a different person. Overspecialization can result in human diseconomies from boredom, fatigue, stress, poor quality, increased absenteeism, and higher turnover. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 10–6
- 7. Departmentalization by Type • Functional Grouping jobs by functions performed • Product Grouping jobs by product line • Geographic • Process Grouping jobs on the basis of product or customer flow • Customer Grouping jobs by type of customer and needs Grouping jobs on the basis of territory or geography Copyright © 2005 Prentice Hall, Inc. All rights reserved. 10–7
- 8. Organization Structure (cont’d) • Chain of Command The continuous line of authority that extends from upper levels of an organization to the lowest levels of the organization and clarifies who reports to who. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 10–8
- 9. Organization Structure (cont’d) • Authority The rights inherent in a managerial position to tell people what to do and to expect them to do it. • Responsibility The obligation or expectation to perform . • Unity of Command The concept that a person should have one boss and should report only to that person. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 10–9
- 10. Organization Structure (cont’d) • Span of Control The number of employees who can be effectively and efficiently supervised by a manager. Width of span affected by: Skills and abilities of the manager Employee characteristics Characteristics of the work being done Similarity of tasks Complexity of tasks Physical proximity of subordinates Standardization of tasks Copyright © 2005 Prentice Hall, Inc. All rights reserved. 10–10
- 11. Organization Structure (cont’d) • Centralization The degree to which decision-making is concentrated at a single point in the organizations. Organizations in which top managers make all the decisions and lower-level employees simply carry out those orders. • Decentralization Organizations in which decision-making is pushed down to the managers who are closest to the action. • Employee Empowerment Increasing the decision-making, Copyright © 2005 Prentice Hall, Inc. All rights reserved. 10–11
- 12. Organization Structure (cont’d) • Formalization The degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures. Highly formalized jobs offer little discretion over what is to be done. Low formalization means fewer constraints on how employees do their work. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 10–12
- 13. Organizational Design Decisions • Mechanistic Organization A rigid and tightly controlled structure High specialization Rigid departmentalization Narrow spans of control High formalization Limited information network (downward) Low decision participation Copyright © 2005 Prentice Hall, Inc. All rights reserved. • Organic Organization Highly flexible and adaptable structure Non-standardized jobs Fluid team-based structure Little direct supervision Minimal formal rules Open communication network Empowered employees 10–13
- 14. Structural Contingency Factors • Structural decisions are influenced by: Overall strategy of the organization Organizational structure follows strategy. Size of the organization Firms change from organic to mechanistic organizations as they grow in size. Technology use by the organization Firms adapt their structure to the technology they use. Degree of environmental uncertainty Dynamic environments require organic structures; mechanistic structures need stable environments. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 10–14
- 15. Structural Contingency Factors (cont’d) • Strategy Frameworks: Innovation Pursuing competitive advantage through meaningful and unique innovations favors an organic structuring. Cost minimization Focusing on tightly controlling costs requires a mechanistic structure for the organization. Imitation Minimizing risks and maximizing profitability by copying market leaders requires both organic and mechanistic elements in the organization’s structure Copyright © 2005 Prentice Hall, Inc. All rights reserved. 10–15
- 16. Structural Contingency Factors (cont’d) • Strategy and Structure Achievement of strategic goals is facilitated by changes in organizational structure that accommodate and support change. • Size and Structure As an organization grows larger, its structure tends to change from organic to mechanistic with increased specialization, departmentalization, centralization, and rules and regulations. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 10–16
- 17. Structural Contingency Factors (cont’d) • Technology and Structure Organizations adapt their structures to their technology. Woodward’s classification of firms based in the complexity of the technology employed: Unit production of single units or small batches Mass production of large batches of output Process production in continuous process of outputs Routine technology = mechanistic organizations Non-routine technology = organic organizations Copyright © 2005 Prentice Hall, Inc. All rights reserved. 10–17
- 18. Structural Contingency Factors (cont’d) • Environmental Uncertainty and Structure Mechanistic organizational structures tend to be most effective in stable and simple environments. The flexibility of organic organizational structures is better suited for dynamic and complex environments. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 10–18
- 19. Common Organizational Designs • Traditional Designs Simple structure Functional structure Divisional structure Copyright © 2005 Prentice Hall, Inc. All rights reserved. 10–19
- 20. Organizational Designs • Traditional Designs Simple structure Low departmentalization, wide spans of control, centralized authority, little formalization Functional structure Departmentalization by function – Operations, finance, human resources, and product research and development Divisional structure Composed of separate business units or divisions with limited autonomy under the coordination and control the parent corporation. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 10–20
- 21. Organizational Designs (cont’d) • Contemporary Organizational Designs Team structures The entire organization is made up of work groups or self-managed teams of empowered employees. Matrix and project structures Specialists for different functional departments are assigned to work on projects led by project managers. Matrix participants have two managers. Project structures Employees work continuously on projects; moving on to another project as each project is completed. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 10–21
- 22. Organizational Designs (cont’d) • Contemporary Organizational Designs (cont’d) Boundaryless Organization An flexible and unstructured organizational design that is intended to break down external barriers between the organization and its customers and suppliers. Removes internal (horizontal) boundaries – Eliminates the chain of command – Has limitless spans of control – Uses empowered teams rather than departments Eliminates external boundaries – Uses virtual, network, and modular organizational structures to get closer to stakeholders. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 10–22
- 23. Removing Boundaries • Virtual Organization An organization that consists of a small core of full-time employees and that temporarily hires specialists to work on opportunities that arise. • Network Organization A small core organization that outsources its major business functions (e.g., manufacturing) in order to concentrate what it does best. • Modular Organization A manufacturing organization that uses outside suppliers to provide product components for its final assembly operations. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 10–23
- 24. Organizational Designs (cont’d) • The Learning Organization An organization that has developed the capacity to continuously learn, adapt, and change through the practice of knowledge management by employees. Characteristics of a learning organization An open team-based organization design that empowers employees Extensive and open information sharing Leadership that provides a shared vision of the organization’s future, support and encouragement A strong culture of shared values, trust, openness, and a sense of community. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 10–24