Week4 bolman deal_chap 4

Week4 bolman deal_chap 4

• 1.
  Chapter 4 Structure andRestructuring
• 2.
  Structure and Restructuring Structural Dilemmas  Structural Configurations  Generic Issues in Restructuring  Why Restructure?  Making Restructuring Work  Three Case Examples
• 3.
  Structural Dilemmas  Differentiationversus Integration  Gaps versus Overlaps  Underuse versus Overload  Lack of Clarity versus Lack of Creativity  Excessive Autonomy versus Excessive Interdependence  Too Loose versus Too Tight  Goalless versus Goal bound  Irresponsible versus Unresponsive
• 4.
  Structural Configuration  Mintzberg’sFives  Strategic apex  Middle management  Operating core  Techno structure  Support staff
• 5.
  Mintzberg’s Structural Configurations Simple Structure  Machine Bureaucracy  Professional Bureaucracy  Divisionalized Form  Adhocracy
• 6.
  Mintzberg’s Structural Configurations Simple Structure  Machine Bureaucracy  Professional Bureaucracy  Divisionalized Form  Adhocracy
• 7.
  Mintzberg’s Structural Configurations Simple Structure  Machine Bureaucracy  Professional Bureaucracy  Divisionalized Form  Adhocracy
• 8.
  Mintzberg’s Structural Configurations Simple Structure  Machine Bureaucracy  Professional Bureaucracy  Divisionalized Form  Adhocracy
• 9.
  Mintzberg’s Structural Configurations Simple Structure  Machine Bureaucracy  Professional Bureaucracy  Divisionalized Form  Adhocracy
• 10.
  Helgesen’s Web ofInclusion  Emphasis on lateral relationships rather than hierarchy  Leadership at the center rather than at the top  Web builds from the center out through a network of interconnections
• 11.
  Generic Issues inRestructuring: each component exerts distinct pressures  Strategic apex: pushes for more alignment, centralization  Middle managers try to protect autonomy and room to run their own unit  Techno structure pushes for standardization, believes in measurement and monitoring  Support staff prefers less hierarchy, more collaboration
• 12.
  Why Restructure?  Theenvironment shifts  Technology changes  Organizations grow  Leadership changes  Troubled firms  Impulsive firms  Stagnant bureaucracies  Headless giants
• 13.
  Making Restructuring Work:Three Case Examples  Citibank’s Back Room  Kodak’s Black and White Division  Beth Israel Hospital
• 14.
  Conclusion  Organization’s structurerepresents its effort to align internal processes with its external environment while balancing structural dilemmas  Mintzberg: structural configurations align with different tasks and environments  Changes in environment pressure organization to realign structure  In the short term, restructuring produces resistance, confusion, performance gaps  Long run success depends on how well structure aligns with environment