Reframing Organizations, 4th ed.

Chapter 3

Getting Organized

Getting Organized

Structural Assumptions Origins of the Structural Perspective Structural Forms and Functions Basic Structural Tensions Vertical Coordination

- Authority

- Rules and Policies

- Planning and Control Systems Lateral Coordination McDonald’s and Harvard: A Structural Odd Couple Structural Imperatives

Structural Assumptions

Achieve established goals and objectives Increase efficiency and performance via

specialization and division of labor Appropriate forms of coordination and control Organizations work best when rationality

prevails Structure must align with circumstances Problems arise from structural deficiencies

Origins of the Structural Perspective

Frederick Taylor – Scientific Management Efficiency, time and motion studies, etc.

Max Weber – Bureaucracy Fixed division of labor Hierarchy of offices Performance rules Separate personal and official property and rights Personnel selected for technical qualifications Employment as primary occupation

Structural Forms and Functions

Blueprint for expectations and exchanges among internal and external players

Design options are almost infinite Design needs to fit circumstances

Basic Structural Tensions

Differentiation: dividing work, division of labor Integration: coordinating efforts of different

roles and units Criteria for differentiation: function, time,

product, customer, place, process Suboptimization: units focus on local

concerns, lose sight of big picture

Vertical coordination

Authority (the boss makes the decision) Rules and policies Planning and control systems

Performance control (focus on results) vs. action planning (focus on process)

Lateral Coordination

Meetings Task Forces Coordinating Roles Matrix Structures Networks Strengths and Weaknesses of Lateral

Strategies

McDonald’s and Harvard: A Structural Odd Couple

McDonald’s: clearer goals, more centralized, tighter performance controls

Harvard: diffuse goals, highly decentralized, high autonomy for professors

Why have two successful organizations developed such different structures?

Structural Imperatives

Size and Age Core Process Environment Strategy and Goals Information Technology People: Nature of Workforce

Conclusion

Structural frame – understanding the social architecture of work Structure is more than red tape and bureaucracy

Bad structure wastes resources, frustrates individuals, and undermines effectiveness

Good structure empowers individuals and units to work together and achieve goals

Differentiation and integration as the central structural challenge: how do we divide the work, and how do we coordinate once we divide?

Structure depends on situation Simpler more stable simpler, more hierarchical and

centralized structure Changing, turbulent environments more complex, flexible

structure