INTRODUCTION TO MANAGEMENT AND BUSINESS

DESIGNING ORGANIZATIONAL STRUCTURE – ADAPTIVE DESIGNS

LM21

M. DAVIERI RAHMADHANI 2201837711

BILL DOHAN 2201736145
SAFIRA NURZAQIA 2201845865
TANTI ROBIAH ADAWIYAH 2201837831
VERONICA HENY RIZKYA 2201843973

UNIVERSITAS BINA NUSANTARA

ALAM SUTERA
2018
A. CONTEMPORARY ORGANIZATIONAL DESIGNS
1. Team Structure
An organizational structure in which the entire organization is made up of work teams.
 Advantages
- Employees are more involved and empowered
- Reduced barriers among functional areas
 Disadvantages
- No clear chain of command
- Pressure on teams to perform
2. Matrix and Project Structure
Matrix is an organizational structure that assigns specialists from different functional
departments to work on one or more projects.
Project is an organizational structure in which employees continuously work on projects.
 Advantages
- Fluid and flexible design that can respond to environmental changes.
- Faster decision making.
 Disadvantages
- Complexity of assigning people to projects.
- Task and personality conflicts.
3. Boundaryless Structure
An organization whose design is not defined by, or limited to, the horizontal, vertical, or
external boundaries imposed by a predefined structure.
a. Virtual Organizations
An organization that consists of a small core of full - time employees and outside
specialists temporarily hired as needed to work on projects.
b. Network Organizations
An organization that uses its own employees to do some work activities and networks of
outside suppliers to provide other needed product components or work processes.
 Advantages
- Highly flexible and responsive.
- Utilizes talent wherever it’s found.
  Disadvantages
- Lack of control.
- Communication difficulties.
4. Learning Structure
An organization that has developed the capacity to continuosly learn, adapt, and change.
 Advantages
- Sharing of knowledge throughout organization.
- Sustainable source of competitive advantage.
 Disadvantages
- Reluctance on part of employees to share knowledge for fear of losing their power.
- Large numbers of experienced employees on the verge of retiring.

B. ORGANIZING FOR COLLABORATION

a. Internal Collaboration
1. Cross - Functional Team
A work team composed of individuals from various functional specialties.
2. Task Force
A temporary committee or team formed to tackle a specific short - term problem affecting
several departments.
3. Communities of Practice
Groups of people who share a concern, a set of problems, or a passion about a topic and
who deepen their knowledge and expertise in that area by interacting on an ongoing basis
b. External Collaboration
1. Open Innovation
Opening up the search for new ideas beyond the organization's boundaries and allowing
innovations to easily transfer inward and outward.
2. Strategic Partnerships
Collaborative relationships between two or more organizations in which they combine
their resources and capabilities for some business purpose.

C. FLEXIBLE WORK ARRANGEMENTS

1. Telecommuniting
A work arrangement in which employees work at home and are linked to the workplace by
computer.
 2. Compressed Workweek
A workweek where employees work longer hours per day but fewer days per week.
3. Flextime
A scheduling system in which employees are required to work a specific number of hours a
week but are free to vary those hours within a certain limits.
4. Job Sharing
The practice of having two or more people split a full - time job.

D. CONTINGENT WORKERS
Temporary, freelance, or contract workers whose employment is contingent on demand for their
services. Some are referring to these workers as the independent work force, since there’s no
dependent relationship between worker and organization. Contingent workers can also be
temporary employees brought in to help with special needs such as seasonal work. The model
for contingent workers structural approach can be seen in the film industry.

E. TODAY’S ORGANIZATIONAL DESIGN CHALLANGES

a. Keeping Employees Connected
Mobile computing and communication technology have given organizations and employees
ways to stay connected and to be more productive.
For instance, handheld devices have e-mail, calendars and contacts that can be used
anywhere there’s a wireless network. And these devices can be used to log into corporate
databases and company intranets. Employees can videoconference using broadband
networks and webcams.
b. Managing Global Structural Issues
The structures and strategies of organizations worldwide are similar, while the behaviour
within them is maintaining its cultural uniqueness. When designing or changing structure,
managers may need to think about the cultural implications of certain design elements.
For instance, one study showed that organizations with people from high power – distance
countries (Greece, France and most of Latin America) find that their employees are much
more accepting of mechanistic structures than are employees from low power – distance
countries.