12.adaptive Organizational Design

Adaptive
Describe contemporary organizational designs.

Organizational Discuss how organizations organize for
Design collaboration.
Explain flexible work arrangements used by
organizations.
Discuss organizing issues associated with a
contingent workforce.
Describe today’s organizational design challenges.
Copyright
Copyright © 2014 Pearson©Education,
2012 Pearson Education,
Inc. publishing as Prentice Hall 12-1 Copyright
Copyright © 2014 © Education,
Pearson 2012 PearsonInc.Education,
publishingInc.
as Prentice Hall 12-2
Inc. Publishing as Prentice Hall Publishing as Prentice Hall
Exhibit 12-1 Contemporary

Contemporary Organizational Designs Organizational Designs
• Team Structure - an organizational structure in

which the entire organization is made up of work
teams
• Matrix Structure - an organizational structure
that assigns specialists from different functional
departments to work on one or more projects
Copyright
Inc. publishing as Prentice Hall 12-4
Inc. Publishing as Prentice Hall Inc. Publishing as Prentice Hall
Exhibit 12-2 Contemporary Organizational
Example of a Matrix Organization Designs (cont.)
• Project Structure - an organizational structure
in which employees continuously work on
projects
• Boundaryless Organization - an organization
whose design is not defined by, or limited to, the
horizontal, vertical, or external boundaries
imposed by a predefined structure
Copyright
Exhibit 12-1 Contemporary Contemporary Organizational

Organizational Designs (cont.) Designs (cont.)
• Virtual Organization
- an organization that
consists of a small
core of full-time
employees and
outside specialists
temporarily hired as
needed to work on
projects.
Copyright
Contemporary Organizational Exhibit 12-1 Contemporary
Designs (cont.) Organizational Designs (cont.)
• Network Organization - 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.
• Learning Organization - an organization that
has developed the capacity to continuously
learn, adapt, and change
Copyright
Exhibit 12-3 Benefits and Drawbacks

Organizing for Collaboration
of Collaborative Work
• Internal Collaboration
– Cross-functional team - a work team
composed of individuals from various
functional specialties.
– Task force (or ad hoc committee) - a
temporary committee or team formed to tackle
a specific short-term problem affecting several
departments.
Copyright
Exhibit 12-4 Making Communities of
Internal Collaboration (cont.)
Practice Work
• 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.
Copyright
Exhibit 12-5 Benefits and Drawbacks of

External Collaboration
Open Innovation
• Open innovation - opening up the search for
new ideas beyond the organization’s boundaries
and allowing innovations to easily transfer
inward and outward.
• Strategic partnerships - collaborative
relationships between two or more organizations
in which they combine their resources and
capabilities for some business purpose.
Copyright
Flexible Work Arrangements Flexible Work Arrangements
• Telecommuting - a work • Flextime (or flexible work hours) - a

arrangement in which scheduling system in which employees are
employees work at home required to work a specific number of hours a
and are linked to the week but are free to vary those hours within
workplace by computer. certain limits.
• Compressed workweek - • Job sharing - the practice of having two or more
a workweek where people split a full-time job.
employees work longer
hours per day but fewer
days per week
Copyright
Today’s Organizational Design

Contingent Workforce
Challenges
• Contingent workers - temporary, freelance, or • Keeping Employees Connected - mobile
contract workers whose employment is computing and communication technology have
contingent upon demand for their services. given organizations and employees ways to stay
connected and to be more productive
– e-mail, calendars, wireless networks, corporate
databases, video conferences and web cams.
Copyright
Today’s Organizational Design
Review Learning Outcome 12.1
Challenges (cont.)
• Managing Global Structural Issues • Describe contemporary organizational designs
– When designing or changing structure, – Team structure - the entire organization is
managers may need to think about the made up of work teams.
cultural implications of certain design – Matrix structure - assigns specialists from
elements different functional departments to work on
– Formalization may be more important in less one or more projects being led by project
economically developed countries and less managers
important in more economically developed – Project structure - Employees continuously
countries where employees may have higher work on projects.
levels of professional education and skills
Copyright
Review Learning Outcome 12.1 (cont.) Review Learning Outcome 12.2
• Virtual organization - consists of a small core of • Discuss how organizations organize for
full-time employees and outside specialists collaboration.
temporarily hired as needed to work on projects – Internal collaborative - structural options
• Network organization - uses its own employees include cross-functional teams, task forces,
to do some work activities and networks of and communities of practice
outside suppliers to provide other needed – External - collaborative options include open
product components or work processes. innovation and strategic partnerships
• Learning organization - one that has developed
the capacity to continuously learn, adapt, and
change
Copyright
Review Learning Outcome 12.3 Review Learning Outcome 12.4
• Explain flexible work arrangements used by • Discuss organizing issues associated with a
organizations. contingent workforce.
– Flexible work arrangements - give – Contingent workers are temporary, freelance,
organizations the flexibility to deploy or contract workers whose employment is
employees when and where they’re needed. contingent on demand for their services
– Structural options include telecommuting,
compressed workweeks, flextime, and job
sharing.
Copyright
Review Learning Outcome 12.5
• Describe today’s organizational design

challenges.
– The two main organizational design
challenges for today include keeping
employees connected and managing global
structural issues.
Copyright
Copyright © 2014 © Education,
Pearson 2012 PearsonInc.Education,
publishingInc.
as Prentice Hall 12-28
Inc. Publishing as Prentice Hall Publishing as Prentice Hall

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Adaptive

Describe contemporary organizational designs.

Exhibit 12-1 Contemporary

• Team Structure - an organizational structure in

Exhibit 12-1 Contemporary Contemporary Organizational

Exhibit 12-3 Benefits and Drawbacks

Exhibit 12-5 Benefits and Drawbacks of

• Telecommuting - a work • Flextime (or flexible work hours) - a

Today’s Organizational Design

Review Learning Outcome 12.1 (cont.) Review Learning Outcome 12.2

Review Learning Outcome 12.5

• Describe today’s organizational design

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