foundations of organizational design robbins&coulter ch11 moghimi
DESCRIPTION
Foundations of organizational design Robbins&Coulter Ch11 MoghimiTRANSCRIPT
![Page 1: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/1.jpg)
![Page 2: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/2.jpg)
ManagementRobbins. St - Coulter. M
Chapter 11: Organizational design
Bahman MoghimiDoctor of business Administration Master of Electronic Commerce
![Page 4: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/4.jpg)
Management, Chapter 11. [email protected]
4
Planning Ahead — Chapter 11 Study Questions
What are the essentials of organizational design?
How do contingency factors influence
organization design?
What are the major issues in subsystems design?
How can work processes be reengineered?
![Page 5: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/5.jpg)
Management, Chapter 11. [email protected]
5
Study Question 1: What are the essentials of organizational design?
Organizational design:
– Choosing and implementing structures that best
arrange resources to serve the organization’s
mission and objectives.
– A problem-solving activity that should be
approached from a contingency perspective.
![Page 6: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/6.jpg)
Management, Chapter 11. [email protected]
6
Figure 11.1 A framework for organizational design-aligning structures with situational contingencies.
![Page 7: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/7.jpg)
Management, Chapter 11. [email protected]
7
Study Question 1: What are the essentials of organizational design?
Organizational effectiveness– Sustainable high performance in using resources to
accomplish mission and objectives.
– Approaches:• Systems resource approach focuses on inputs.
• Internal process approach focuses on transformation process.
• Internal process approach focuses on outputs.
• External process approach focuses on environment.
![Page 8: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/8.jpg)
Management, Chapter 11. [email protected]
8
Study Question 1: What are the essentials of organizational design?
Short-run, medium-run and long-run criteria for evaluating organizational effectiveness:– Short-run focus.
• Goal accomplishment.• Performance efficiency in resource utilization.• Stakeholder satisfaction.
– Medium-run focus.• Adaptability in the face of changing environments.• Development of people and systems to meet new challenges.
– Long-run focus.• Survival under conditions of uncertainty.
![Page 9: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/9.jpg)
Management, Chapter 11. [email protected]
9
Study Question 1: What are the essentials of organizational design?
Bureaucracy– A form of organization based on logic, order, and the
legitimate use of formal authority.
– Bureaucratic designs feature …• Clear-cut division of labor.
• Strict hierarchy of authority.
• Formal rules and procedures.
• Promotion based on competency.
![Page 10: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/10.jpg)
Management, Chapter 11. [email protected]
10
Study Question 1: What are the essentials of organizational design?
Contingency perspective on bureaucracy asks the questions:– When is a bureaucratic form a good choice for an
organization?– What alternatives exist when it is not a good choice?
Environment determines the answers to these questions.– A mechanistic design works in a stable environment– An organic design works in a rapidly changing and
uncertain environment.
![Page 11: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/11.jpg)
Management, Chapter 11. [email protected]
11
Figure 11.2 A continuum of organizational design alternatives: from bureaucratic to adaptive organizations.
![Page 12: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/12.jpg)
Management, Chapter 11. [email protected]
12
Study Question 1: What are the essentials of organizational design?
Structural characteristics associated with design alternatives:– Goal predictability versus adaptability.– Authority centralized versus decentralized.– Rules and procedures many versus few.– Spans of control narrow versus wide.– Tasks specialized versus shared.– Teams and task forces few versus many.– Coordination formal and impersonal versus informal
and personal.
![Page 13: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/13.jpg)
Management, Chapter 11. [email protected]
13
Study Question 1: What are the essentials of organizational design?
Mechanistic Designs– Predictable goals– Centralized authority– Many rules and
procedures– Narrow spans of
control– Specialized tasks– Few teams and task
forces– Formal and impersonal
means of coordination
Organic Designs– Adaptable goals– Decentralized authority– Few rules and
procedures– Wide spans of control– Shared tasks– Many teams and task
forces– Informal and personal
means of coordination
![Page 14: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/14.jpg)
Management, Chapter 11. [email protected]
14
Study Question 2: How do contingency factors influence organization design?
Checklist for identifying contingency factors in organizational design:– Does the design fit well with the major problems and opportunities
of the external environment?– Does the design support implementation of strategies and the
accomplishment of key operating objectives?– Does the design support core technologies and allow them to be
used to best advantage?– Can the design handle changes in organizational size and different
stages in the organizational life cycle?– Does the design support and empower workers and allow their
talents to be used to best advantage?
![Page 15: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/15.jpg)
Management, Chapter 11. [email protected]
15
Study Question 2: How do contingency factors influence organization design?
Environment and organizational design —– Certain environment …
• Relatively stable and predictable elements.• Bureaucratic organizations and mechanistic designs
are appropriate.– Uncertain environment …
• More dynamic and less predictable elements.• Adaptive organizations and organic designs are
appropriate.
![Page 16: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/16.jpg)
Management, Chapter 11. [email protected]
16
Study Question 2: How do contingency factors influence organization design?
Strategy and organizational design —– Structure follows strategy.– Stability strategy is supported by:
– Bureaucratic organizations using mechanistic designs.
– Growth strategies are is supported by:
– Adaptive organizations using organic designs.
![Page 17: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/17.jpg)
Management, Chapter 11. [email protected]
17
Figure 11.3 Environmental uncertainty and the performance of vertical and horizontal designs.
![Page 18: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/18.jpg)
Management, Chapter 11. [email protected]
18
Study Question 2: How do contingency factors influence organization design?
Technology
– The combination of knowledge, skills,
equipment, computers, and work methods
used to transform resource inputs into
organization outputs.
![Page 19: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/19.jpg)
Management, Chapter 11. [email protected]
19
Study Question 2: How do contingency factors influence organization design?
Core manufacturing technologies:– Small-batch production.
• A variety of custom products are tailor-made to order.
– Mass production.• A large number of uniform products are made in an assembly-
line system.
– Continuous-process production.• A few products are made by continuously feeding raw
materials through a highly automated production system with largely computerized controls.
![Page 20: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/20.jpg)
Management, Chapter 11. [email protected]
20
Study Question 2: How do contingency factors influence organization design?
Technology and organization design —– The technological imperative
• Technology is a major influence on organizational structure.
• The best small-batch and continuous process plants have more flexible organic structures.
• The best mass-production plants have more rigid mechanistic structures.
![Page 21: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/21.jpg)
Management, Chapter 11. [email protected]
21
Study Question 2: How do contingency factors influence organization design?
Core service technologies:– Intensive technology
• Focuses the efforts of many people with special expertise on the needs of patients or clients.
– Mediating technology• Links together parties seeking a mutually beneficial exchange
of values.
– Long-linked technology• Functions like mass production, where a client is passed from
point to point for various aspects of service delivery.
![Page 22: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/22.jpg)
Management, Chapter 11. [email protected]
22
Study Question 2: How do contingency factors influence organization design?
Organization size, life cycle, and design —– Larger organizations tend to have more mechanistic
designs, but it is not always best.
– Organizational life cycle:• Birth stage — small size, simple structure.
• Youth stage — rapid growth in size, simple structure experiences stress.
• Midlife stage — growing to large size, more complex and formal structure.
• Maturity stage — stabilizes at large size, mechanistic structure.
![Page 23: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/23.jpg)
Management, Chapter 11. [email protected]
23
Figure 11.4 Simultaneous “loose-tight” properties of team structures support efficiency and innovation.
![Page 24: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/24.jpg)
Management, Chapter 11. [email protected]
24
Study Question 2: How do contingency factors influence organization design?
Coping with the disadvantages of large size:– Downsizing.
• Reducing the scope of operations and number of employees.
– Intrapreneurship.• The pursuit of entrepreneurial behavior by individuals and
subunits within large organizations.
– Simultaneous structures.• Organizations that combine mechanistic and organic designs.
![Page 25: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/25.jpg)
Management, Chapter 11. [email protected]
25
Study Question 2: How do contingency factors influence organization design?
Human resources and good organization design —– Provides people with supporting structures
needed for both high performance and work satisfaction.
– Produces a good “fit” between organization structures and human resources.
– Allows the expertise and talents of organization members to be unlocked and utilized.
![Page 26: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/26.jpg)
Management, Chapter 11. [email protected]
26
Study Question 3: What are the major issues in subsystems design?
Basics of subsystem design …– Subsystem —
• A department or work unit headed by a manager.• Operates as a smaller part of the larger
organization.
– Ideally, each subsystem supports other subsystems, working toward interests of entire organization.
![Page 27: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/27.jpg)
Management, Chapter 11. [email protected]
27
Figure 11. 5 Subsystems differentiation among research and development (R&D), manufacturing, and sales divisions.
![Page 28: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/28.jpg)
Management, Chapter 11. [email protected]
28
Study Question 3: What are the major issues in subsystems design?
Lawrence and Lorsch’s findings on subsystems design …– The total system structures of successful firms
match the challenges of their environments.– The subsystems structures of successful firms
match the challenges of their respective subenvironments.
– Subsystems in successful firms worked well with each other.
![Page 29: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/29.jpg)
Management, Chapter 11. [email protected]
29
Study Question 3: What are the major issues in subsystems design?
Managing subsystem differentiation:– Differentiation is the degree of difference that
exists among the internal components of an organization.
– Common sources of subsystems differentiation:• Time orientation• Objectives• Interpersonal orientation• Formal structure
![Page 30: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/30.jpg)
Management, Chapter 11. [email protected]
30
Study Question 3: What are the major issues in subsystems design?
Managing subsystem integration:– Integration is the level of coordination achieved
among an organization’s internal components.– Organization design paradox —
• Increased differentiation creates the need for greater integration.
• Integration is more difficult to achieve as differentiation increases.
![Page 31: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/31.jpg)
Management, Chapter 11. [email protected]
31
Study Question 3: What are the major issues in subsystems design?
Mechanisms for achieving subsystem integration:– Rules and procedures– Hierarchical referral– Planning– Direct contact– Liaison role– Task forces– Teams– Matrix organizations
![Page 32: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/32.jpg)
Management, Chapter 11. [email protected]
32
Study Question 4: How can work processes be reengineered?
Process reengineering– Systematic and complete analysis of work processes.– Design of new and better work processes.
Work process– “A related group of tasks that create a result of value
for the customer.” (Michael Hammer)Workflow
– Movement of work from one point to another in the manufacturing or service delivery process.
![Page 33: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/33.jpg)
Management, Chapter 11. [email protected]
33
Study Question 4: How can work processes be reengineered?
Steps in reengineering core processes:– Identify core processes.– Map core processes in respect to workflows.– Evaluate all tasks for core processes.– Search for ways to eliminate unnecessary tasks or work.– Search for ways to eliminate delays, errors, and
misunderstandings.– Search for efficiencies in how work is shared and
transferred among people and departments.
![Page 34: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/34.jpg)
Management, Chapter 11. [email protected]
34
Figure 11.6 How reengineering can streamline core business processes.
![Page 35: Foundations of organizational design robbins&coulter ch11 moghimi](https://reader036.vdocuments.us/reader036/viewer/2022081715/54ba9fa74a79595c588b461e/html5/thumbnails/35.jpg)
35