chapter 5 business organisation, structure and strategy qiang jiang school of business sichuan...
TRANSCRIPT
![Page 1: Chapter 5 Business organisation, structure and strategy Qiang Jiang School of Business Sichuan University, China jiang.qiang@outlook.com](https://reader036.vdocuments.mx/reader036/viewer/2022062322/56649e9e5503460f94ba0561/html5/thumbnails/1.jpg)
Chapter 5 Business organisation, structure
and strategyQiang Jiang
School of Business Sichuan University, [email protected]
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Topic list
1 The informal organisation2 Organisational structure3 Levels of strategy in the organisation4 Centralisation and decentralsation
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1 The informal organisation
• Benefits of the informal organisation– Employee commitment– Knowledge sharing– Seed– Responsiveness– Co-operation
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1 The informal organisation
• Problems of informal organisation:– Collectively against organisational interests– Moral-damaging rumours– Too important to fulfilling employees’ needs– Violating safety or quality assurance measures
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1 The informal organisation
• Managers can minimize problems by:– Meeting employee’s needs as far as possible– Harnessing the dynamics of the informal
organisation– Involving managers themselves in the informal
structure
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2 Organisational structure
• Components of the organisation– Strategic apex– Operating core– Middle line– Technostructure– Support staff
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2 Organisational structure
• Functional departmentation • Advantages:– Expertise is pooled– Avoid duplication– Facilitates– Centralised
• Disadvantages:– Communication problems– Poor co-ordination– Vertical barriers
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2 Organisational structure
• Geographic department• Advantages:– Local decision-making– Cheaper
• Disadvantages:– Duplication– Inconsistency
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2 Organisational structure
• Product/brand departmentation• Advantages:– Accountability– Specialisation– Co-ordination
• Disadvantages:– Increases the overhead costs– Fail to share resources
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2 Organisational structure
• Customer departmentation– Sales department– Business customers
• Divisionalisation• Properly delegated authority• Large enough• Management support• Potential for growth• Scope and challenge• ‘arm ‘s length’ transaction
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2 Organisational structure
• Hybrid structures• The simple structure– A pull to centralise– The simple structure is characteristic of small,
young organisations
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2 Organisational structure
• Matrix and project organisation• Advantages:• Greater flexibility of people, workflow and decision-
making, tasks and strucure• Inter-disciplinary co-operation• Motivation and employee development• Market awareness• Horizontal workflow
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2 Organisational structure
• Matrix and project organisation• Disadvantages:• Dual authority• Conflicting demands or ambigurous roles• Cost• Slower decision making
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2 Organisational structure
• The new organisation– Flat structures– Horizontal structures– Chunked and unglued structures– Output-focused structures– Jobless structures– Virtual organisations
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2 Organisational structure
• The shamrock organisation– Professional core– Self-employed professionals– Contingent work force– Consumers
• Three kinds of flexibility:– Personal costs– Personnel numbers– Skills
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2 Organisational structure
• Span of control refers to the number of subordinates responsible to a superior– Capabilities– Nature of the manager’s workload– Geographical dispersional
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2 Organisational structure
• Tall and flat organisations– Scalar chain
• Delayering– Information technology– Empowerment– Economy– Fashion
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3 levels of strategy in the organisation
• Corporate strategies– Scope of activities– Environment– Resources– Values– Timescale– Complexity
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3 levels of strategy in the organisation
• Business strategy• Functional/operational strategies• Marketing • Production• Finance• Human resources management• Information systems• R&D
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3 levels of strategy in the organisation
• Corporate strategies• Business strategy• Functional/operational strategies• The anthony hierarchy
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3 levels of strategy in the organisation
• Corporate strategies• Business strategy• Functional/operational strategies• The anthony hierarchy
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3 levels of strategy in the organisation
• The anthony hierarchy– Strategic management– Tactical management– Operational management
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4 Centralisation and decentralisation
• Centralisation– Geography– Authority
• Advantages an disadvantages of centralisation