designing adaptive organizations
DESCRIPTION
Designing Adaptive Organizations. Chapter 10. 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. - PowerPoint PPT PresentationTRANSCRIPT
![Page 1: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/1.jpg)
Designing Adaptive Organizations
Cha
pter
10
![Page 2: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/2.jpg)
2
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
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
![Page 3: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/3.jpg)
3
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
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
TopicsChapter 10
![Page 4: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/4.jpg)
4
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
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
![Page 5: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/5.jpg)
5
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
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
![Page 6: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/6.jpg)
6
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
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
![Page 7: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/7.jpg)
7
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
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
![Page 8: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/8.jpg)
8
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
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
![Page 9: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/9.jpg)
9
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
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
![Page 10: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/10.jpg)
10
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
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
![Page 11: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/11.jpg)
11
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
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
![Page 12: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/12.jpg)
12
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
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
![Page 13: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/13.jpg)
13
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
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
![Page 14: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/14.jpg)
14
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
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
![Page 15: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/15.jpg)
15
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
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
![Page 16: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/16.jpg)
16
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
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
![Page 17: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/17.jpg)
17
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
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
![Page 18: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/18.jpg)
18
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
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
![Page 19: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/19.jpg)
19
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
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
![Page 20: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/20.jpg)
20
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Five Approaches to Structural Design
![Page 21: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/21.jpg)
21
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Five Approaches to Structural DesignSlide 2
![Page 22: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/22.jpg)
22
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
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
![Page 23: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/23.jpg)
23
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Divisional Structure Advantages
Efficient use of resources Skill specialization development Top management control Excellent coordination Quality technical problem solving
![Page 24: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/24.jpg)
24
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
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
![Page 25: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/25.jpg)
25
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
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
![Page 26: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/26.jpg)
26
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Dual Authority Structure in a Matrix Organization
![Page 27: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/27.jpg)
27
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
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
![Page 28: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/28.jpg)
28
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Team Advantages
Same advantages as functional structure Reduced barriers among departments Quicker response time Better morale Reduced administrative overhead
![Page 29: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/29.jpg)
29
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Team Disadvantages
Dual loyalties and conflict
Time and resources spent on meetings
Unplanned decentralization
![Page 30: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/30.jpg)
30
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Network Approach Advantages
Global competitiveness Work force flexibility Reduced administrative overhead
![Page 31: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/31.jpg)
31
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Network Approach Disadvantages
No hands-on control Loss of part of the organization severely impacts
remainder of organization Employee loyalty weakened
![Page 32: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/32.jpg)
32
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
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
![Page 33: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/33.jpg)
33
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
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
![Page 34: Designing Adaptive Organizations](https://reader036.vdocuments.us/reader036/viewer/2022062521/568167a1550346895ddcecd6/html5/thumbnails/34.jpg)
34
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Factors Shaping Structure
Structure Follows StrategyReflects the EnvironmentFits the Technology
Service TechnologyDigital Technology
Experiential Exercixe: Organic versus Mechanistic Organization Structure