College of Business and Accountancy

Strategic

Management
ELLEN JOY PAPIN RECELESTINO
 Prayer
Dear Lord and Father of all,

Thank you for today.

Thank you for ways in which you provide for us all. For Your
protection and love we thank you. Help us to focus our hearts
and minds now on what we are about to learn. Inspire us by
Your Holy Spirit as we listen and write. Guide us by your
eternal light as we discover more about the world around us.

We ask all this in the name of Jesus. Amen.

Learning Objectives
Define organizational design and list its three components.
Explain how organizational inertia can lead established firms to
failure.
Define organizational structure and describe its four elements.
Compare and contrast mechanistic versus organic organizations.
Describe different organizational structures and match them with
appropriate strategies.
Describe the elements of organizational culture, and explain where
organizational cultures can come from and how they can be changed.
Compare and contrast different strategic control-and-reward
systems.
Topic 3.0 Organizational

Design: Structure,

Culture, and Control

LO 11-1 Define Organizational Design and List Its Three

Components.
Organizational Design
- the process of creating, implementing, monitoring, and
modifying the structure, processes, and procedures of an
organization.
- the key components of organizational design are
structure, culture, and control. The goal is to design an
organization that allows managers to effectively translate
their chosen strategy into a realized one.
LO 11-2 Explain How Organizational Inertia can Lead

Established Firms to Failure.

Organizational Inertia
- Inertia - a firm’s resistance to change the status quo,
can set the stage for the firm’s subsequent failure.
- Successful firms often plant the seed of subsequent
failure: They optimize their organizational structure to the
current situation. That tightly coupled system can break
apart when internal or external pressures occur.
 Exhibit 11.2 shows how success in

the current environment can lead

to a firm’s downfall in the future,

when the tightly coupled system

of strategy and structure

experiences internal or external

shifts.
LO 11-3 Define Organizational Structure and Describe

Its Four Elements.

Organizational Structure
- A key building block of organizational design that determines
how the work efforts of individuals and teams are orchestrated
and how resources are distributed.

- defines how jobs and tasks are divided and integrated,

delineates the reporting relationships up and down the
hierarchy, defines formal communication channels, and
prescribes how individuals and teams coordinate their work
efforts.
 1 Specialization
4 Elements of
2 Formalization
Organizational Structure 3 Centralization

4 Hierarchy
Specialization
- An element of organizational structure that
describes the degree to which a task is
divided into separate jobs (i.e., the division of
labor).
Formalization
- An element of organizational structure that
captures the extent to which employee
behavior is steered by explicit and codified
rules and procedures.
Centralization
- An element of organizational structure that
refers to the degree to which decision making
is concentrated at the top of the organization.
Hierarchy
- An element of organizational structure that
determines the formal, position based
reporting lines and thus stipulates who
reports to whom.
LO 11-4 Compare and contrast mechanistic versus

organic organizations.
Mechanistic Organization
-Organizational form characterized by a high
degree of specialization and formalization,
and a tall hierarchy that relies on centralized
decision making.
Organic Organization
-Organizational form characterized by a low
degree of specialization and formalization, a
flat organizational structure, and
decentralized decision making.
LO 11-5 Describe different organizational structures

and match them with appropriate strategies.

 Different Organizational Structures
1 2 3 4
Simple
Functional
Multidivisional
Matrix

Structure Structure Structure Structure

Simple Structures
-Organizational structure in which the
founders tend to make all the important
strategic decisions as well as run the day-to-
day operations.
Examples include entrepreneurial ventures such as
Facebook in 2004, when the startup operated out of Mark
Zuckerberg’s dorm room, and professional service firms
such as smaller advertising, consulting, accounting, and
law firms, as well as family-owned businesses.

Simple structures are flat hierarchies operated in a

decentralized fashion.
Functional Structures
-Organizational structure that groups
employees into distinct functional areas based
on domain expertise.
EXHIBIT 11.5 Typical Functional Structure
Multidivisional Structures
-Organizational structure that consists of
several distinct strategic business units
(SBUs), each with its own profit-and-loss
(P&L) responsibility.
EXHIBIT 11.7 Typical Multidivisional (M-Form) Structure (Note that SBU 2

uses a functional structure, and SBU 4 uses a matrix structure.)

Matrix Structures
- Organizational structure that combines
the functional structure with the M-form.
EXHIBIT 11.8 Typical Matrix Structure with Geographic and SBU Divisions
 LO 11-6 Describe The Elements Of Organizational

Culture, And Explain Where Organizational Cultures

Can Come From And How They Can Be Changed.

Organizational Culture
- The collectively shared values and norms
of an organization’s members; a key
building block of organizational design.
 Values - define what is considered important.
Norms - define appropriate employee attitudes

and behaviors.
Artifacts - include elements such as the design

and layout of physical space (e.g., cubicles or

private offices); symbols (e.g., the type of

clothing worn by employees); vocabulary; what

stories are told (see the Zappos example that

follows); what events are celebrated and

highlighted; and how they are celebrated (e.g., a

formal dinner versus a company BBQ when the

firm reaches its sales target).

EXHIBIT 11.11 The Elements of Organizational Culture: Values, Norms, and Artifacts
Where Do Organizational Cultures Come From?
Firm founders set the initial strategy, structure, and culture of an
organization by transforming their vision into reality.
Famous founders who have left strong imprints on their
organizations include Steve Jobs (Apple), Walt Disney (Disney),
Michael Dell (Dell), Sergei Brin and Larry Page (Google), Oprah
Winfrey (Harpo Productions and OWN, the Oprah Winfrey
Network), Bill Gates (Microsoft), Larry Ellison (Oracle), Ralph
Lauren (Polo Ralph Lauren), Martha Stewart (Martha Stewart
Living Omnimedia), and Herb Kelleher (Southwest Airlines).
Founder Imprinting
- A process by which the founder defines
and shapes an organization’s culture, which
can persist for decades after his or her
departure.
Groupthink
- A situation in which opinions coalesce
around a leader without individuals critically
evaluating and challenging that leader’s
opinions and assumptions.
 How Does Organizational Culture Change?
An organization’s culture can be one of its strongest assets, but
also its greatest liability.

An organization’s culture can turn from a core competency into a

core rigidity if a firm relies too long on the competency without
honing, refining, and upgrading as the firm and the environment
change.

Over time, the original core competency is no longer a good fit and
turns from an asset into a liability, and thus a core rigidity.
Core Rigidity
- A former core competency that turned
into a liability because the firm has failed to
hone, refine, and upgrade the competency
as the environment changed.
LO 11-7 Compare And Contrast Different Strategic

ControlAnd-Reward Systems.
Strategic Control-And-Reward Systems
- are internal governance mechanisms put in
place to align the incentives of principals
(shareholders) and agents (employees).

- allow managers to specify goals, measure

progress, and provide performance feedback.
 - In addition to the balanced-scorecard
framework, managers can use organizational
culture, input controls, and output controls as
part of the firm’s strategic control-and-reward
systems.
Input
- define and direct employee behavior
through explicit and codified rules and
standard operating procedures.
Output
- controls guide employee behavior by
defining expected results, but leave the
means to those results open to individual
employees, groups, or SBUs.
Thank you!