Organizational Structure

and Design

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

Designing 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

Departmentalization by Type

Functional Grouping jobs by

functions performed

Product Grouping jobs by

product line Geographical

Grouping jobs on the basis of territory or geography

Process Grouping jobs on

the basis of process or the no. of process carried on a product

Customer Grouping jobs by

type of customer and needs and customer flow

Functional Departmentalization

Plant Manager

Manager,

Manufacturing

Manager,Human Resources

Manager,

AccountingManager,

Engineering

Manager,

Purchasing

+ Efficiencies from putting together similar specialties and people with common skills, knowledge, and orientations

+ Coordination within functional area

+ In-depth specialization

– Poor communication across functional areas

– Limited view of organizational goals

Geographical Departmentalization

Vice Presidentfor Sales

Sales Director,

Central Region

Sales Director,

Southern Region

Sales Director,Western Region

Sales Director,

Eastern Region

+ More effective and efficient handling of specific regional issues that arise

+ Serve needs of unique geographic markets better

– Duplication of functions

– Can feel isolated from other organizational areas

Product Departmentalization

+ Allows specialization in particular products and services

+ Managers can become experts in their industry

+ Closer to customers

– Duplication of functions

– Limited view of organizational goalsSource: Bombardier Annual Report.

CEO.

Truck Division

Car Division

Bus division

Process Departmentalization

+ More efficient flow of work activities

– Can only be used with certain types of products

t

Plant Manager

Spinning

Dyeing

Weaving Finishing

Customer Departmentalization

+ Customers’ needs and problems can be met by specialists

– Duplication of functions

– Limited view of organizational goals

Directorof Sales

Manager,

Wholesale Accounts

Manager,

Retail Accounts

Manager,

Government Accounts

Organizational 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 whom

Organizational 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.

Responsibility brings with it accountability (the need to report and justify work to manager’s superiors)

Unity of Command The concept that a person should have one boss

and should report only to that person Delegation

The assignment of authority to another person to carry out specific duties

Organizational Structure (cont’d)

Span of Control The number of employees who can be

effectively and efficiently supervised by a manager

Width of span is affected by:▪ Skills and abilities of the manager and the

employees▪ Characteristics of the work being done▪ Similarity of tasks▪ Complexity of tasks▪ Physical proximity of subordinates▪ Standardization of tasks▪ Sophistication of the organization’s information

system▪ Strength of the organization’s culture▪ Preferred style of the manager

Contrasting Spans of Control

Assuming Span of 4

Span of 4:Employees:Managers (level 1–6)

= 4096= 1365

Span of 8:Employees:Managers (level 1–4)

Assuming Span of 8

1

2

3

4

5

6

7

(Highest)

(Lowest)

Members at Each Level

1

4

16

64

256

1024

4096

1

8

64

512

4096

Org

aniz

ati

onal Le

vel

= 4096 = 585

Organizational Structure (cont’d)

Centralization The degree to which decision making is

concentrated at a single point in the organization▪ Organizations in which top managers make all

the decisions and lower-level employees simply carry out those orders

Decentralization The degree to which lower-level employees

provide input or actually make decisions Employee Empowerment▪ Increasing the decision-making discretion of

employees

Factors that Influence the Amount of Centralization

More Centralization Environment is stable Lower-level managers are not as capable or

experienced at making decisions as upper-level managers

Lower-level managers do not want to have a say in decisions

Decisions are significant Organization is facing a crisis or the risk of

company failure Company is large

Factors that Influence the Amount of Decentralization

More Decentralization Environment is complex, uncertain Lower-level managers are capable and

experienced at making decisions Lower-level managers want a voice in

decisions Decisions are relatively minor Corporate culture is open to allowing

managers to have a say in what happens Company is geographically dispersed Effective implementation of company

strategies depends on managers having involvement and flexibility to make decisions

Organizational 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

Organizational Design Decisions

Mechanistic Organization A rigid and tightly

controlled structure▪ High specialization▪ Rigid

departmentalization▪ Narrow spans of

control▪ High formalization▪ Limited information

network (mostly downward communication)

▪ Low decision participation by lower-level employees

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

Mechanistic Versus Organic Organization

Mechanistic

• High Specialization

• Rigid Departmentalization

• Clear Chain of Command

• Narrow Spans of Control

• Centralization

• High Formalization

Organic

• Cross-Functional Teams

• Cross-Hierarchical Teams

• Free Flow of Information

• Wide Spans of Control

• Decentralization

• Low Formalization

Organizational Designs

Organizational Designs

Traditional

-Simple Structure

-Functional-Divisional

Contemporary

-Team-Matrix-Project-Boundary less

-Learning Organization

Common 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 of the parent corporation

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 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

A Matrix Organization in an Aerospace Firm

Design

EngineeringManufacturing

Contract

AdministrationPurchasing Accounting

Human

Resources (HR)

Design

Group

Alpha

Project

Manufacturing

Group

Contract

Group

Purchasing

Group

Accounting

Group

HR

Group

Design

Group

Beta

Project

Manufacturing

Group

Contract

Group

Purchasing

Group

Accounting

Group

HR

Group

Design

Group

Gamma

Project

Manufacturing

Group

Contract

Group

Purchasing

Group

Accounting

Group

HR

Group

Design

Group

Omega

Project

Manufacturing

Group

Contract

Group

Purchasing

Group

Accounting

Group

HR

Group

Organizational Designs (cont’d)

Contemporary Organizational Designs (cont’d) Boundary less Organization▪ A flexible and an unstructured

organizational design that is intended to break down external barriers between the organization and its customers and suppliers

▪ Removes internal (horizontal) boundaries▪ Eliminates external boundaries

Organizational Designs (cont’d)

Learning OrganizationAn 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 employeesExtensive and open information sharingLeadership that provides a shared vision of the

organization’s future; support; and encouragementA strong culture of shared values, trust, openness,

and a sense of community

Co-ordination

Linking of two or more organizational members and/or work units so that they function well together

Two main types of co-ordination are: Vertical coordination Horizontal Coordination

Vertical Coordination: Linking work units (individual, team,

departments) separated by hierarchical level

Horizontal Coordination: Linking work units (individual, team,

departments) at the same hierarchical level

Techniques for effective coordination

Coordination by chain of command Coordination by leadership Coordination by committees Staff meetings Special Coordinators Self- coordination

Differentiation

Differences in attitudes and working styles, arising naturally among members of different departments, that can complicate coordination of an organization's activities.

Integration

The term lawrence and lorsch use in place of coordination, to designate the degree to which members of various departments work together in a unified manner.