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© 2009 Cengage Learning. All rights reserved.
Chapter 15Organizational Design
and Structure
1 Define differentiation and integration as organizational design processes.
2 Discuss the basic design dimensions managers must consider in structuring an organization.
3 Describe five structural configurations for organizations.
4 Describe four contextual variables that influence organizational structure.
5 Explain the forces reshaping organizations.
6 Discuss emerging organizational structures.
7 Identify two cautions about the effect of organizational structures on people.L
earn
ing
Ou
tco
mes
© 2009 Cengage Learning. All rights reserved.
Define differentiation and integration as organizational design processes.
Learning Objective1
© 2009 Cengage Learning. All rights reserved.
the process of constructing and adjusting an
organization’s structure to achieve its goals.
Organizational Design-Evan
© 2009 Cengage Learning. All rights reserved.
Organizational Design – the process of constructing and adjusting an organization’s structure to achieve its goals.organization’s structure
the linking of departments and
jobs within an organization
Organizational Design-Evan
© 2009 Cengage Learning. All rights reserved.
Four Dimensions• Manager’s goal orientation• Time orientation• Interpersonal orientation• Formality of structure
The process of deciding how to divide the work in an organization-Katie
© 2009 Cengage Learning. All rights reserved.
Horizontal Differentiation-Katie
• The degree of differentiation between organizational subunits
• Based on employee’s specialized knowledge, education, or training
© 2009 Cengage Learning. All rights reserved.
Vertical Differentiation-Katie
• The difference in authority and responsibility in the organizational hierarchy
• Greater in tall, narrow organizations than in flat, wide organizations
© 2009 Cengage Learning. All rights reserved.
Spatial Differentiation-Katie
• Geographic dispersion of an organization’s offices, plants, and personnel
• Complicates organizational design, but may simplify goal achievement or protection
Differentiation Between Marketing and Engineering
Basis for DifferenceBasis for Difference MarketingMarketing EngineeringEngineering
Goal orientationTime orientationInterpersonal orientationStructure
DesignMedium runTask orientedMore formal
Sales volumeLong runPeople orientedLess formal
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• Designed to achieve unity among individuals and groups
• Supports a state of dynamic equilibrium – elements of organization are integrated, balanced
The process of coordinating the different parts of an organization-Robin
© 2009 Cengage Learning. All rights reserved.
Vertical Integration-Robin
• Hierarchical referral• Rules and procedures• Plans and schedules• Positions added to the
organization structure• Management information
systems
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HorizontalIntegration-Robin
• Liaison roles• Task forces• Integrator positions• Teams
© 2009 Cengage Learning. All rights reserved.
Discuss the basic design dimensions managers must consider in structuring an organization.
Learning Objective2
© 2009 Cengage Learning. All rights reserved.
2 Ways to Approach-Justin
Iestablish desired level of each structural dimension on a high-low continuum and develop structure that meets desired configuration
Organizational Design Process
© 2009 Cengage Learning. All rights reserved.
2 Ways to Approach-Justin
IIdescribe what is
or is not important to the success of the
organization rather than worry
about specific characteristics
Organizational Design Process
Hierarchy ofAuthority – the degree of
vertical differentiation
across levels of
management
Specialization –the degree towhich jobs are
narrowlydefined anddepend on
uniqueexpertise
BasicDesign
Dimensions
Formalization – the degree to which the organization
has official rules, regulations, and procedures
Standardization – the degree to which work
activities are accomplished in a routine fashion
Complexity – the degree towhich many different types
of activities occur in theorganization
Centralization – the degree to which decisions aremade at the top of the
organization
Ben M.
© 2009 Cengage Learning. All rights reserved.
Describe five structural configurations for organizations.
Learning Objective3
Adhocracy – a selectively
decentralized form of
organization thatemphasizes thesupport staff and
mutual adjustmentamong people
Simple Structure – acentralized form oforganization that
emphasizes the upperechelon and direct
supervision
Machine Bureaucracy – a moderately
decentralized form oforganization thatemphasizes the
technical staff andstandardization ofwork processes
Divisional Form – amoderately decentralized
form of organization that emphasizes the
middle level and standardization of outputs
ProfessionalBureaucracy –a decentralized
form oforganization thatemphasizes theoperating level
and standardizationof skills
Structural Configurations
ofOrganizations
Kyle P
Five Structural Configurations of Organization-Kyle P
StructuralConfiguration
Prime CoordinatingMechanism
Key Part ofOrganization
Type ofDecentralization
Simple Structure
DirectSupervision
UpperEchelon
Centralization
Machine Bureaucracy
Standardization of Work Processes
TechnicalStaff
Limited Horizontal
Decentralization
ProfessionalBureaucracy
Standardizationof Skills
OperatingLevel
Vertical andHorizontal
DecentralizationDivisionalized
FormStandardization
of OutputsMiddleLevel
Limited VerticalDecentralization
Adhocracy Mutual Adjustment
SupportStaff
SelectiveDecentralization
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MiddleLine
StrategicApex
StrategicApex
Operating CoreOperating Core
Support
StaffSupport
StaffTechno-structure
Techno-structure
Mintzberg’s Five Basic Parts of an Organization
From H. Mintzberg, The Structuring of Organizations (Upper SaddleRiver, N.J.: Prentice-Hall, 1979): 20. Reprinted with permission.
© 2009 Cengage Learning. All rights reserved.
Describe four contextual variables that influence organizational structure.
Learning Objective4
Contextual Variables – a set of characteristics that
influences the organization’s design processes
Size
Environment
Technology
Strategyand Goals
Basic Design Small Large Dimensions Organizations Organizations
FormalizationCentralization SpecializationStandardizationComplexityHierarchy of authority
LessHighLowLowLowFlat
MoreLowHighHighHighTall
Implications of Size
© 2009 Cengage Learning. All rights reserved.
the degree of interrelatedness of the organization’s
various technological elements
Technological Interdependence
Relationship Between Technology and Basic Design Dimensions
Key1 Formalization 4 Standardization2 Centralization 5 Complexity3 Specialization 6 Hierarchy of Authority
Craft1. Moderate2. Moderate3. Moderate4. Low moderate5. High6. LowRoutine1. High2. High3. Moderate4. High5. Low6. High
Nonroutine1. Low2. Low3. Low4. Low5. High6. LowEngineering1. Moderate2. Moderate3. High4. Moderate5. Moderate6. Moderate
Few Exceptions Many Exceptions
Task Variability
Ill-defined andUnanalyzable
Well-defined andAnalyzable
Pro
ble
m A
nal
yzab
ility
Built from C. Perrow, “A Framework for the Comparative Analysis of Organization,” American Sociological Review, April 1967, 194-208
© 2009 Cengage Learning. All rights reserved.
anything outside the boundaries of an organization
Environment
© 2009 Cengage Learning. All rights reserved.
Environment
Task Environment – the elements of an organization’s environment that are related to its goal attainment
Environmental Uncertainty – the amount and rate of changein the organization’senvironment
Environment?
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Extremes of Environmental Uncertainty-Tyson
Mechanistic Structure – an organizational design that emphasizes structured activities, specialized tasks, and centralized decision making
Organic Structure – an organizational design that emphasizes teamwork, open communication, and decentralized decision making
© 2009 Cengage Learning. All rights reserved.
Key Organizational Design Elements-Tyson
Context of the organizationCorrect sizeCurrent technologyPerceived environmentCurrent strategy and goals
Structural dimensionsLevel of formalizationLevel of centralizationLevel of specializationLevel of standardizationLevel of complexityHierarchy of authority
Influences how manager perceive structural needs
© 2009 Cengage Learning. All rights reserved.
Strategic Dimension Predicted Structural Characteristics
Innovation—to understand Low formalizationand manage new processes Decentralizationand technologies Flat hierarchyMarket differentiation—to Moderate to high complexityspecialize in customer Moderate to high preferences
formalization Moderate centralization
Cost control—to produce High formalizationstandardized products High centralizationefficiently High standardization Low complexity
Miller’s Integrative Framework of
Structural & Strategic Dimensions
D. Miller, “The Structural and Environmental Correlates of Business Strategy,” Strategic Management Journal 8 (1987): 55-76. Copyright @ John Wiley & Sons Limited. Reproduced with permission.
Dillin
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Which characterize the organizational processes-Dillin
Context of the organization
PurposesDesignate formal lines of authorityDesignate formal information- processing patterns
Differentiation and Integration
Which influence how well the structure meets its
Which influence how well the structure fits the
© 2009 Cengage Learning. All rights reserved.
Explain the forces reshaping organizations.
Learning Objective5
© 2009 Cengage Learning. All rights reserved.
Organization Life Cycle
the differing stages of an
organization’s life from birth to death
© 2009 Cengage Learning. All rights reserved.
Forces Reshaping Organizations
• Globalization
• Changes in Information-Processing Technologies
• Demands on Organizational Processes
• Emerging Organizational Structures
Structural Roles of Managers
Roles of Managers Today
1. Strictly adhering to boss– employee relationships2. Getting things done by giving orders3. Carrying messages up and down the hierarchy4. Performing a set of tasks according to a job description5. Having a narrow functional focus6. Going through channels, one by one by one7. Controlling subordinates
Roles of Future Managers
1. Having hierarchical relationships subordinated2. Getting things done by negotiating3. Solving problems and making decisions4. Creating the job through entrepreneurial projects5. Having a broad cross- functional collaboration6. Emphasizing speed and flexibility7. Coaching one’s workers
Management Review, January 1991, Thomas R. Horton.
© 2009 Cengage Learning. All rights reserved.
Discuss emerging organizational structures.
Learning Objective6
© 2009 Cengage Learning. All rights reserved.
Emerging structures
• Network organizations
• Virtual organizations
• Circle organizations
© 2009 Cengage Learning. All rights reserved.
HD’s Circle Organization
From R. Teerlink and L. Ozley, More than a Motorcycle: The Leadership Journey at Harley-Davidson. Boston, MA, 2000. P. 139.Copyright © 2000 by the Harvard Business School Publishing Corporation; all rights reserved.
CreateDemand
ProduceProduct
ProvideSupport
Leadership andStrategy Council(LSC)
© 2009 Cengage Learning. All rights reserved.
Identify two cautions about the effect of organizational structures on people.
Learning Objective7
© 2009 Cengage Learning. All rights reserved.
Four Symptoms of Structural Weakness-Zach
• Delay in
decision making • Poor quality
decision making • Lack of innovative
response to changing
environment • High level of
conflict
Overloaded hierarchy; information funneling limited to too few channels
Right information not reaching right people in right format
No coordinating effort
Departments work against each other, not for organizational goals