chapter 10 designing adaptive organizations
TRANSCRIPT
Designing Adaptive Organizations
Chapte
r 10
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Organizing
Organization is the deployment of resources to
achieve strategic goals.
It is reflected in
– Division of labor into specific departments & jobs
– Formal lines of authority
– Mechanisms for coordinating diverse organizational
tasks
Manager’s Challenge: Nissan
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Designing Adaptive Organizations
Organizing Principles and Concepts
Organizing the Vertical Structure
Using Mechanisms for Horizontal
Coordination
Tailoring Various Elements of Structural
Design to Organizational Situations
Topics
Chapter 10
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Organization Structure
Defines how tasks are divided,
resources are deployed, and
departments are coordinated
●Set of formal tasks assigned
●Formal reporting relationships
• The design of systems to ensure
effective coordination of employees
across department
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The Organization Chart
“The Home Depot is the world's largest home
improvement retailer currently operating
1,363 stores.
Visual representation
Set of formal tasks
Formal reporting relationships
Framework for vertical control
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Work Specialization
Tasks are subdivided into individual jobs
Employees perform only the tasks relevant
to their specialized function
Jobs tend to be small, but they can be
performed efficiently
Division of labor concept
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Chain of Command
Unbroken line of authority that links all
persons in an organization
Shows who reports to whom
Associated with two underlying principles
Unity of Command
Scalar Principle
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Authority
Formal and legitimate right of a manager to
make decisions and issue orders
Allocate resources to achieve organizationally
desired outcomes
Authority is distinguished by three characteristics
Authority is vested in organizational positions, not
people
Authority is accepted by subordinates
Authority flows down the vertical hierarchy
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Responsibility
The duty to perform the task or activity
an employee has been assigned
Managers are assigned authority
commensurate with responsibility
Flip side of the authority coin
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Accountability
● Mechanism through which authority and
responsibility are brought into alignment
● People are subject to reporting and
justifying task outcomes to those above
them in the chain of command
● Can be built into the organization
structure
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Delegation
●Process managers use to transfer
authority and responsibility
●Organizations encourage
managers to delegate authority to
lowest possible level
Ethical Dilemma: A Matter of Delegation
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Techniques for Delegation
Give
thorough
instructions
Maintain
feedback
Evaluate and reward
performance
Delegate the
whole task
Select the right
person
Delegation
Ensure that
authority equals
responsibility
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Line and Staff Authority
Line Authority = individuals in management
positions have the formal power to direct and
control immediate subordinates
Staff Authority = granted to staff specialists in
their area of expertise
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Span of Management/Span of Control
Number of employees who report to a supervisor
– Traditional view = seven subordinates per manager
– Lean organizations today = 30+ subordinates
Supervisor Involvement
– must be closely involved with subordinates, the span
should be small
– need little involvement with subordinates, it can be
large
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Factors Associated With Less Supervisor Involvement
Work is stable and routine
Subordinates perform similar work tasks
Subordinates are concentrated in a single location
Subordinates are highly trained
Rules and procedure defining task activities are available
Support systems and personnel are available for the
manager
Little time is required in nonsupervisory activities
Managers’ preferences and styles favor a large span
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Tall versus Flat Structure
Span of Control used in an organization determines
whether the structure is tall or flat
Tall structure has a narrow span and more
hierarchical levels
Flat structure has a wide span, is horizontally
dispersed and fewer hierarchical levels
The trend has been toward wider spans of control
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Centralization versus Decentralization
Greater change and uncertainty in the
environment are usually associated with
decentralization
The amount of centralization or
decentralization should fit the firm’s
strategy
In times of crisis or risk of company failure,
authority may be centralized at the top
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DepartmentalizationThe basis on which individuals are grouped into departments
Vertical functional approach. People are grouped together in departments by common skills.
Divisional approach. Grouped together based on a common product, program, or geographical region.
Horizontal matrix approach. Functional and divisional chains of command. Some employees report to two bosses
Team-based approach. Created to accomplish specific tasks
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DepartmentalizationThe basis on which individuals are grouped into departments
Network approach. Small, central hub electronically connected to their other organizations that perform vital functions. Departments are independent, and can be located anywhere.
Virtual approach. Brings people together temporarily to exploit specific opportunities then disbands
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Five Approaches to Structural Design
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Five Approaches to Structural DesignSlide 2
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Vertical Functional Approach
Grouping of positions into departments based on similar skills, expertise, and resource use● Information flows up and down
● Chain of command converges at the top
● Managers and employees are compatible because of similar training and expertise
● Rules and procedures governing duties and responsibilities
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Divisional Structure Advantages
Efficient use of resources
Skill specialization development
Top management control
Excellent coordination
Quality technical problem solving
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Divisional Structure Disadvantages
Poor communications
Slow response to external changes
Decisions concentrated at top
Pin pointing responsibility is difficult
Limited view of organizational goals by
employees
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Horizontal Matrix Advantages
More efficient use of resources than single
hierarchy
Adaptable to changing environment
Development of both general and specialists
management skills
Expertise available to all divisions
Enlarged tasks for employees
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Dual Authority Structure in a Matrix Organization
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Horizontal Matrix Disadvantages
Dual chain of command
High conflict between two sides of matrix
Many meetings to coordinate activities
Need for human relations training
Power domination by one side of matrix
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Team Advantages
Same advantages as functional
structure
Reduced barriers among
departments
Quicker response time
Better morale
Reduced administrative overhead
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Team Disadvantages
Dual loyalties and conflict
Time and resources spent on
meetings
Unplanned decentralization
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Network Approach Advantages
Global competitiveness
Work force flexibility
Reduced administrative overhead
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Network Approach Disadvantages
No hands-on control
Loss of part of the organization severely
impacts remainder of organization
Employee loyalty weakened
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Task Forces, Teams, Project Management
Task Force = temporary team/committee
designed to solve a short-term problem
involving several departments
Project Manager = responsible for
coordinating activities of several departments
on a full-time basis for the completion of a
specific project
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Reengineering
Radical redesign of business processes to
achieve dramatic improvements in cost,
quality, service, and speed
Process = organized group of related tasks
and activities that work together to transform
inputs into outputs and create value
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Factors Shaping Structure
Structure
Follows Strategy
Reflects the Environment
Fits the Technology
Service Technology
Digital TechnologyExperiential Exercixe: Organic versus
Mechanistic Organization Structure