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    This document discusses different types of organizational structures and methods for restructuring organizations, including downsizing and reengineering. It describes traditional and emerging structural designs like functional departments, self-contained units, and process-based and network organizations. The steps for downsizing an organization are identified as clarifying strategy, assessing options, and implementing changes. Reengineering seeks to fundamentally rethink how work gets done by identifying core business processes, defining performance objectives, designing new processes, and restructuring the organization with a flatter, more empowering structure.

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    This document discusses different types of organizational structures and methods for restructuring organizations, including downsizing and reengineering. It describes traditional and emerging structural designs like functional departments, self-contained units, and process-based and network organizations. The steps for downsizing an organization are identified as clarifying strategy, assessing options, and implementing changes. Reengineering seeks to fundamentally rethink how work gets done by identifying core business processes, defining performance objectives, designing new processes, and restructuring the organization with a flatter, more empowering structure.

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    6 views14 pages

    Maylene Kufe University of Ballarat

    Uploaded by

    Ranjeet Singh
    This document discusses different types of organizational structures and methods for restructuring organizations, including downsizing and reengineering. It describes traditional and emerging structural designs like functional departments, self-contained units, and process-based and network organizations. The steps for downsizing an organization are identified as clarifying strategy, assessing options, and implementing changes. Reengineering seeks to fundamentally rethink how work gets done by identifying core business processes, defining performance objectives, designing new processes, and restructuring the organization with a flatter, more empowering structure.

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    of 14

    s and Employee Involvement

    Maylene Kufe University of Ballarat.

    Environment

    Global Operations

    Organisation Size

    Structural Design

    Organisation goals

    Technology
    Fig 14-1 Cummings & Worley (1997)

    Structural Design

    Traditional Structures s Functional Departments s Self-contained units s Matrix Structures Emerging Structures s Process Based s Network Organisation

    Downsizing
    Reducing the size of the organisation by: s Voluntary departures s Early Retirement s Natural attrition s Redeployment s Outsourcing s Delayering

    Steps in Downsizng
    s s

    Clarify the Organisations Stategy (why does the organisation want to do it?) Assess downsizing options and make relevant choices Implement changes

    Implementing Changes
    s s

    Top-down Identify and target specific areas of inefficiency Any actions must be linked to organisation strategy Address the needs for both the survivors and those who leave Follow through with growth plans

    Example

    Results of Downsizing
    The final success of downsizing efforts depends on how effectively the intervention is applied. (Cummings and Worley, 1997)

    Reengineering
    Seeks to transform how organisations traditionally produce and deliver goods and services.

    Reengineering
    s

    Prepare the organisation


    Set new goals 3 communicate why, what and how
    3

    Fundamentally rethink the way work gets done


    Identify ad analyse core business processes 3 define key performance objectives 3 design new processes
    3

    Designing new processes


    s s s s

    s s

    Needs and wants of customers Simplify - combine or eliminate pick out the best in current practice Do not be constrained by the because we do Find the natural order Assume the work gets done right the first time Listen to the people who do the work

    Restructure the organisation


    s s

    s s

    Redesign structure Jobs become more multidimensional Controlling -> empowering Shift performance measures and compensation from activities to results Adopt a flatter structure

    Leadership rather than management


    s s s s

    Facilitate Information sharing Support Problem solving

    Example

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