6.organization
TRANSCRIPT
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Foundations of
Organizational
Structure
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What Is Organizational Structure?
Key Elements:
Work specialization Departmentalization
Chain of command
Span of control
Centralization and
decentralization
Formalization
Organizational Structure
How job tasks are formallydivided, grouped, andcoordinated.
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Key Design Questions and Answers for Designing the
Proper Organization Structure
E X H I B I T 161
The Key Question The Answer Is Provided By
1. To what degree are articles Work specialization
subdivided into separate jobs?
2. On what basis will jobs be grouped Departmentalizationtogether?
3. To whom do individuals and groups Chain of command
report?
4. How many individuals can a manager Span of control
efficiently and effectively direct?
5. Where does decision-making Centralization
authority lie? and decentralization
6. To what degree will there be rules Formalization
and regulations to direct employees
and managers?
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What Is Organizational Structure? (contd)
Division of labor:
Makes efficient use of employee skills
Increases employee skills through repetition
Less between-job downtime increases productivity
Specialized training is more efficient
Allows use of specialized equipment
Work Specialization
The degree to which tasks in the organization aresubdivided into separate jobs.
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Economies and Diseconomies of Work
Specialization
E X H I B I T 162
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What Is Organizational Structure? (contd)
Grouping Activities By:
Function
Product
Geography
Process
Customer
Departmentalization
The basis by which jobs are grouped together.
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What Is Organizational Structure? (contd)
Chain of Command
The unbroken line of authority that extends from thetop of the organization to the lowest echelon andclarifies who reports to whom.
AuthorityThe rights inherent in a managerial position to giveorders and to expect the orders to be obeyed.
Unity of Command
A subordinate should have only one superior to whomhe or she is directly responsible.
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What Is Organizational Structure? (contd)
Narrow Span Drawbacks:
Expense of additional layers of management.
Increased complexity of vertical communication.
Encouragement of overly tight supervision anddiscouragement of employee autonomy.
Concept:
Wider spans of management increase organizationalefficiency.
Span of ControlThe number of subordinates a manager can efficientlyand effectively direct.
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Contrasting Spans of Control
E X H I B I T 163
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What Is Organizational Structure? (contd)
CentralizationThe degree to which decision making isconcentrated at a single point in the organization.
FormalizationThe degree to which jobs withinthe organization are standardized.
DecentralizationThe degree to which decision making isspread throughout the organization.
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E X H I B I T 164Source: S. Adams, Dogberts Big Book of Business, DILBERT
reprinted by permission of United Features Syndicate, Inc.
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Common Organization Designs
A Simple Structure:
Jack Golds Mens Store
Simple Structure
A structure characterized by a low degree ofdepartmentalization, wide spans of control, authoritycentralized in a single person, and little
formalization.
E X H I B I T 165
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Common Organization Designs (contd)
Bureaucracy
A structure of highly operatingroutine tasks achieved throughspecialization, very formalized
rules and regulations, tasks thatare grouped into functionaldepartments, centralizedauthority, narrow spans of
control, and decision makingthat follows the chain ofcommand.
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The Bureaucracy
Strengths
Functionaleconomies of scale
Minimum duplication
of personnel andequipment
Enhancedcommunication
Centralized decisionmaking
Weaknesses
Subunit conflicts withorganizational goals
Obsessive concern
with rules andregulations
Lack of employeediscretion to dealwith problems
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Common Organization Designs (contd)
Key Elements:
+ Gains the advantages of functional and productdepartmentalization while avoiding their weaknesses.
+ Facilitates coordination of complex andinterdependent activities.
Breaks down unity-of-command concept.
Matrix Structure
A structure that creates dual lines of authority andcombines functional and product departmentalization.
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Matrix Structure (College of Business Administration)
(Dean)
(Director)
Employee
E X H I B I T 166
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New Design Options
Characteristics:
Breaks down departmental barriers.
Decentralizes decision making to the team level.
Requires employees to be generalists as well asspecialists.
Creates a flexible bureaucracy.
Team StructureThe use of teams as the central device to coordinatework activities.
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New Design Options (contd)
Concepts:
Advantage: Provides maximum flexibility while
concentrating on what the organization does best.
Disadvantage: Reduced control over key parts of
the business.
Virtual Organization
A small, core organization that outsources its majorbusiness functions.
Highly centralized with little or no departmentalization.
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A Virtual Organization
E X H I B I T 167
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New Design Options (contd)
T-form Concepts:
Eliminate vertical (hierarchical) and horizontal
(departmental) internal boundaries.
Breakdown external barriers to customers and
suppliers.
Boundaryless OrganizationAn organization that seeks to eliminate the chain ofcommand, have limitless spans of control, andreplace departments with empowered teams.
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Why Do Structures Differ?
Mechanistic ModelA structure characterized by extensivedepartmentalization, high formalization,a limited information network, and
centralization.
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Why Do Structures Differ?
Organic Model
A structure that is flat, uses cross-hierarchical andcross-functional teams, has low formalization,possesses a comprehensive information network, and
relies on participative decision making.
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Why Do Structures Differ? Strategy
Innovation StrategyA strategy that emphasizes the introduction of majornew products and services.
Imitation Strategy
A strategy that seeks to move into new products ornew markets only after their viability has alreadybeen proven.
Cost-minimization StrategyA strategy that emphasizes tight cost controls,avoidance of unnecessary innovation or marketingexpenses, and price cutting.
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The Strategy-Structure Relationship
E X H I B I T 169
Strategy Structural Option
Innovation Organic:A loose structure; low
specialization, low formalization,
decentralized
Cost minimization Mechanistic: Tight control; extensive
work specialization, high formalization,
high centralization
Imitation Mechanistic and organic: Mix of
loose with tight properties; tightcontrols over current activities and
looser controls for new undertakings
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Why Do Structures Differ? Technology
Technology
How an organization transfers itsinputs into outputs.
Characteristics of routineness (standardized orcustomized) in activities:
Routine technologies are associated with tall,
departmentalized structures and formalization in
organizations.
Routine technologies lead to centralization whenformalization is low.
Nonroutine technologies are associated with
delegated decision authority.
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Why Do Structures Differ? Environment
Key Dimensions-
Capacity: the degree to which an environment can
support growth.
Volatility: the degree of instability in the environment.
Complexity: the degree of heterogeneity and
concentration among environmental elements.
EnvironmentInstitutions or forces outside the organization thatpotentially affect the organizations performance.
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The Three Dimensional Model of the
Environment
Complexi ty
Volati l i ty
Capacity
E X H I B I T 1610
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Bureaucracy Is Dead
Characteristics of
Bureaucracies
Specialization
Formalization
Departmentalization
Centralization Narrow spans of control
Adherence to a chain ofcommand
Why Bureaucracy
Survives
Large size prevails
Environmentalturbulence can belargely managed
Standardizationachieved through hiringpeople who haveundergone extensiveeducational training
Technology maintainscontrol
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Organizational Designs and Employee
Behavior
Research Findings:
Work specialization contributes to higher employee
productivity, but it reduces job satisfaction.
The benefits of specialization have decreased rapidly as
employees seek more intrinsically rewarding jobs.
The effect of span of control on employee performance is
contingent upon individual differences and abilities, task
structures, and other organizational factors. Participative decision making in decentralized
organizations is positively related to job satisfaction.
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Organization Structure: Its Determinants and
Outcomes
Implicit Models of
Organizational Structure
Perceptions that people holdregarding structural variablesformed by observing things aroundthem in an unscientific fashion.
E X H I B I T 1611
Associated
with
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2007 Prentice Hall Inc. All rights reserved.
What kind of structure might
someone who has a lowtolerance for ambiguity feel most
comfortable in?
Bureaucratic
Organic
Matrix
Virtual
Chapter Check -Up: Struc ture
Discuss with your neighbor why a virtual organization
would not make this same person feel comfortable.
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2007 Prentice Hall Inc. All rights reserved.
Chapter Check -Up: Struc ture
If someone has a high need for
affiliation, would a virtual organization be
a good fit for him or her? Why or why
not?
Discuss with a classmate whether or not an organic organizationwould be a good fit for this same person.
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With which type of structure do you
think trust is most necessary? Why?
Are the substitutes for trust that are
potentially built into somestructures? If so, which ones?
Chapter Check -Up: Struc ture