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CHAPTER ORGANIZATIONAL
6 STRUCTURE AND
DESIGN
LEARNING OUTCOMES
After reading this chapter students should be able to:
1. Describe 6 key elements in organizational design.
2. Identify the contingency factors that favor the mechanistic model or the organic model.
3. Compare and contrast traditional and contemporary organizational designs.
4. Discuss the design challenges faced by today’s organizations.
Management Myth
MYTH: Bureaucracies are inefficient.
TRUTH: Bureaucratic organizations are still alive and well and continue to dominate most
medium-sized and large organization.
SUMMARY
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This chapter discusses the key concepts and their components and how managers create a
structured environment where employees can work efficiently and effectively. Once the
organization’s goals, plans, and strategies are in place, managers must develop a structure that
will best facilitate the attainment of those goals.
A. Introduction
1. Organization design decisions are typically made by senior managers.
2. Organization design applies to any type of organization.
3. Formulated by management writers such as Henri Fayol and Max Weber in the
early 1900s.
4. These principles still provide valuable insights into designing effective and
efficient organizations.
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e) Process Groups - employees based on the basis of work or customer flow (e.g.,
testing, payment)
3. With today's focus on the customer, many companies are using cross-functional
teams, which are teams made up of individuals from various departments and that
cross traditional departmental lines.
D. What are Authority and Responsibility?
1. The chain of command is the continuous line of authority that extends from upper
organizational levels to the lowest and clarifies who reports to whom.
2. An employee who has to report to two or more bosses might have to cope with
conflicting demands or priorities.
3. Authority refers to the rights inherent in a managerial position, to give orders and
expect the orders to be obeyed.
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4. Each management position has specific inherent rights that incumbents acquire
from the position’s rank or title.
a) Authority is related to one’s position and ignores personal characteristics.
5. When managers delegate authority, they must allocate commensurate
responsibility.
a) When employees are given rights, they assume a corresponding obligation to
perform and should be held accountable for that performance.
b) Allocating authority without responsibility creates opportunities for abuse.
c) No one should be held responsible for something over which he or she has no
authority.
6. What are the different types of authority relationships?
a) The early management writers distinguished between two forms of authority.
(1) Line authority entitles a manager to direct the work of an employee.
(a) It is the employer-employee authority relationship that extends from
top to bottom.
(b) See Exhibit 6-3.
(c) A line manager has the right to direct the work of employees and make
certain decisions without consulting anyone.
(d) Sometimes the term “line” is used to differentiate line managers from
staff managers.
(e) Line emphasizes managers whose organizational function contributes
directly to the achievement of organizational objectives (e.g.,
production and sales).
(2) Staff managers have staff authority (e.g., human resources and payroll).
(a) A manager’s function is classified as line or staff based on the
organization’s objectives.
(b) As organizations get larger and more complex, line managers find that
they do not have the time, expertise, or resources to get their jobs done
effectively.
(c) They create staff authority functions to support, assist, advice, and
generally reduce some of their informational burdens.
(d) Exhibit 6-4 illustrates line and staff authority.
7. What is Unity of Command?
a) The chain of command is the continuous line of authority that extends from
upper organizational levels to the lowest and clarifies who reports to whom.
b) An employee who has to report to two or more bosses might have to cope with
conflicting demands or priorities.
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c) Therefore, the early management writers argued that an employee should have
only one superior (Unity of command).
d) If the chain of command had to be violated, early management writers always
explicitly designated that there be a clear separation of activities and a
supervisor responsible for each.
e) The unity of command concept was logical when organizations were
comparatively simple.
f) There are instances today when strict adherence to the unity of command
creates a degree of inflexibility that hinders an organization’s performance.
8. How does the contemporary view of authority and responsibility differ from the
historical view?
a) The early management writers assumed that the rights inherent in one’s formal
position in an organization were the sole source of influence.
b) This might have been true 30 or 60 years ago.
c) It is now recognized that you do not have to be a manager to have power, and
that power is not perfectly correlated with one’s level in the organization.
d) Authority is but one element in the larger concept of power.
9. How do authority and power differ?
a) Authority and power are frequently confused.
b) Authority is a right, the legitimacy of which is based on the authority figure’s
position in the organization.
(1) Authority goes with the job.
c) Power refers to an individual’s capacity to influence decisions.
(1) Authority is part of the larger concept of power.
(2) Exhibit 6-5 visually depicts the difference.
d) Power is a three-dimensional concept.
(1) It includes not only the functional and hierarchical dimensions but also
centrality.
(2) While authority is defined by one’s vertical position in the hierarchy, power is
made up of both one’s vertical position and one’s distance from the
organization’s power core, or center.
e) Think of the cone in Exhibit 6-5 as an organization.
(1) The closer you are to the power core, the more influence you have on
decisions.
(2) The existence of a power core is the only difference between A and B in
Exhibit 6-5.
f) The cone analogy explicitly acknowledges two facts:
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(1) The higher one moves in an organization (an increase in authority), the closer
one moves to the power core.
(2) It is not necessary to have authority in order to wield power because one can
move horizontally inward toward the power core without moving up.
(a) Example, administrative assistants, “powerful” as gatekeepers with
little authority.
(3) Low-ranking employees with contacts in high places might be close to the
power core.
(4) So, too, are employees with scarce and important skills.
(a) The lowly production engineer with twenty years of experience might
be the only one in the firm who knows the inner workings of all the old
production machinery.
g) Power can come from different areas.
(1) John French and Bertram Raven have identified five sources, or bases, of
power.
(a) See Exhibit 6-6.
(b) Coercive power -based on fear; Reward power - based on the ability to
distribute something that others value; Legitimate power - based on
one’s position in the formal hierarchy; Expert power - based on one’s
expertise, special skill, or knowledge; Referent power -based on
identification with a person who has desirable resources.
E. What is Span of Control?
1. How many employees can a manager efficiently and effectively direct?
2. This question received a great deal of attention from early management writers.
3. There was no consensus on a specific number but early writers favored small spans
of less than six to maintain close control.
4. Level in the organization is a contingency variable.
a) Top managers need a smaller span than do middle managers, and middle
managers require a smaller span than do supervisors.
5. There is some change in theories about effective spans of control.
6. Many organizations are increasing their spans of control.
7. The span of control is increasingly being determined by contingency variables.
a) The more training and experience employees have, the less direct supervision
needed.
8. Other contingency variables should also be considered; similarity of employee
tasks, the task complexity, the physical proximity of employees, the degree of
standardization, the sophistication of the organization’s management information
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system, the strength of the organization’s value system, the preferred managing
style of the manager, etc.
A Question of Ethics
A small percentage of companies are revealing to employees details about everything from
financials to staff performance reviews. Advocates of this approach say it is a good way to build
trust and allow employees to see how they are making contributions to the company. Critics say
open management can be expensive and time consuming. As work becomes more collaborative
the sharing of details may become inevitable.
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A. Introduction
1. The most appropriate structure to use will depend on contingency factors.
2. The more popular contingency variables are strategy, size, technology, and
environment.
B. How Is a Mechanistic Organization Different from an Organic Organization?
1. Exhibit 6-7 describes two organizational forms.
2. The mechanistic organization (or bureaucracy) was the natural result of combining
the six elements of structure.
a) The chain-of-command principle ensured the existence of a formal hierarchy of
authority.
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4. The strengths of the simple structure are that it is fast, flexible, and inexpensive to
maintain, and accountability is clear.
5. Major weaknesses.
a) It is effective only in small organizations.
b) It becomes increasingly inadequate as an organization grows; its few policies
or rules to guide operations and its high centralization result in information
overload at the top.
c) As size increases, decision making becomes slower and can eventually stop.
d) It is risky since everything depends on one person.
C. What is the functional structure?
1. Many organizations do not remain simple structures because structural
contingency factors dictate it.
2. As the number of employees rises, informal work rules of the simple structure give
way to more formal rules.
3. Rules and regulations are implemented; departments are created, and levels of
management are added to coordinate the activities of departmental people.
4. At this point, a bureaucracy is formed.
5. Two of the most popular bureaucratic design options are called the functional and
divisional structures.
6. Why do companies implement functional structures?
a) The functional structure merely expands the functional orientation.
b) The strength of the functional structure lies in work specialization.
(1) Economies of scale, minimizes duplication of personnel and equipment,
makes employees comfortable and satisfied.
c) The weakness of the functional structure is that the organization frequently
loses sight of its best interests in the pursuit of functional goals.
D. What is the divisional structure?
It is almost cliché to say that technology has had a dramatic impact on how people work.
Mobile communication and technology has allowed organizations to stay connected. Hand-
held devices, cellular phones, webcams, etc. allow employees to work virtually. Information
technology continues to grow and become an integral part of the way business is conducted.
However, one challenges caused by some the high level of integrated technology is security.
Software and other disabling devices have helped in this arena and many companies are
developing creative applications for their workforce.
Discuss This:
• What benefits do you see with being able to do work anywhere, anytime? (Think in terms
of benefits for an organization and for its human resources.)
• What other issues, besides security, do you see with being able to do work anywhere,
anytime? (Again, think about this for an organization and for its employees.)
1. Choosing a design that will best support and facilitate employees doing their work
efficiently and effectively, creates challenges.
2. A major structural design challenge for managers is finding a way to keep widely
dispersed and mobile employees connected to the organization.
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2. Such arrangements not only exploit the power of technology, but give organizations
the flexibility to deploy employees when and where needed.
b) Some companies view the arrangement as a way to combat high gas prices and
to attract talented employees who want more freedom and control.
c) Some managers are reluctant to have their employees become “laptop hobos”
wasting time surfing the Internet or playing online games instead of working.
b) Job sharing—the practice of having two or more people split a full-time job.
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b) One of the main issues businesses face with their contingent workers,
especially those who are independent contractors or freelancers, is classifying
who actually qualifies as one.
DISCUSSION QUESTIONS
6-1 Describe what is meant by the term organizational design.
Answer: Once decisions regarding corporate strategies are made, an effective structure must
be implemented to facilitate the attainment of those goals. When managers develop or change
the organization’s structure, they are engaging in organization design. Organization design
decisions are typically made by senior managers. Organization design applies to any type of
organization.
6-2 Discuss the traditional and contemporary views of each of the six key elements of
organizational design.
Answer: Traditionally, work specialization was viewed as a way to divide work activities
into separate job tasks. Today’s view is that it is an important organizing mechanism but it
can lead to problems. The chain of command and its companion concepts—authority,
responsibility, and unity of command—were viewed as important ways of maintaining
control in organizations. The contemporary view is that they are less relevant in today’s
organizations. The traditional view of span of control was that managers should directly
supervise no more than five to six individuals. The contemporary view is that the span of
control depends on the skills and abilities of the manager and the employees and on the
characteristics of the situation.
6-3 Can an organization’s structure be changed quickly? Why or why not? Should it be
changed quickly? Why or why not?
Answer: No, it takes time and a lot of planning and communication. Cultures usually evolve
based initially on the founder's values. Whether or not it should be changed quickly is
dependent upon the competition, its efficiency and success and its financial viability. A
boundaryless organization provides the flexibility and fluid structure that facilitates quick
movements to capitalize on opportunities. An organic structure versus a bureaucracy could
adapt more quickly to changes.
6-4 “An organization can have no structure.” Do you agree or disagree with this statement?
Explain.
Answer: A boundaryless or virtual organization is not without structure, structure is
minimized but not eliminated. There is always some degree of reporting relations, some type
of division of labor, some need for the management of processes, etc. Boundaryless
organizations are not merely flatter organizations. They attempt to eliminate vertical,
horizontal, and inter-organizational barriers.
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Answer: An organization’s structure should support the strategy. If the strategy changes the
structure also should change. An organization’s size can affect its structure up to a certain
point. Once an organization reaches a certain size (usually around 2,000 employees), it’s
fairly mechanistic. An organization’s technology can affect its structure. An organic structure
is most effective with unit production and process production technology. A mechanistic
structure is most effective with mass production technology. The more uncertain an
organization’s environment, the more it needs the flexibility of an organic design.
6-7 With the availability of advanced information technology that allows an organization’s
work to be done anywhere at any time, is organizing still an important managerial
function? Why or why not?
Answer: Although an organization’s work may be done anywhere at any time, organizing
remains a vital managerial function because the work that must be accomplished still must be
divided, grouped, and coordinated. Regardless of where employees work, there are basic
managerial functions that must be served, such as scheduling of work, setting goals, and
maintaining employee morale.
6-8 Researchers are now saying that efforts to simplify work tasks actually have negative
results for both companies and their employees. Do you agree? Why or why not?
Answer: Student responses may vary based on their respective opinion. Simplifying tasks
may result in monotony and boredom, even turnover. The 21st century workforce is smarter,
more independent, better educated and more trustworthy employees, so they will demand
more challenging work. They will work with more individual authority and less direct
supervision.
6-9 The boundaryless organization has the potential to create a major shift in the way we
work. Do you agree or disagree with this statement? Explain.
Answer: Students’ responses to this will vary with most students focusing on the topics of
flexibility at work. Some organizations that adopt a boundaryless design also implement
flextime and flexplace work arrangements for their employees. This question could serve as
an interesting springboard for a class debate. Students could break into teams, with each team
taking the opposite position in the debate. Give students an opportunity to discuss their
strategy as a team before presenting their viewpoints to the class.
6-10 Draw an organization chart of an organization with which you’re familiar (where
you work, a student organization to which you belong, your college or university, etc.).
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Be very careful in showing the departments (or groups) and especially be careful to get
the chain of command correct. Be prepared to share your chart with the class.
Answer: Student answers will depend on the organization that they choose.
Skill Basics
This section reviews seven sources of power.
• Coercive
• Reward
• Authority
• Information
• Expert
• Reward
• Charismatic
Skill Application
Margaret, like most employees, engaged in impression management to strengthen her
position and power base in the organization. By volunteering to undertake the project, she
is putting herself out in front of other employees in the hopes that this will give her added
leverage in the future. According to the case, Margaret has also increased her expert
power by becoming knowledgeable and taking addition training in areas important to the
organization. Is there anything she should have done differently? Most students will point
out that blaming the delay on someone else was not ethical (if it didn’t happen).
However, this is a common tactic in impression management so that employees will not
lose face. Be prepared for students to complain that there isn’t enough information
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regarding how she built a power base to evaluate her skill. Brainstorm with students what
things she should do, specifically in this type of business, to build a power base.
Skill Practice
6-20 What can you do to improve your Mach score? Create a specific one-year plan to
implement a program that will lead to an improved score.
6-21 Identify someone—a boss, coworker, friend, parent, sibling, significant other—
with whom you would like to increase your power. Determine what tactic(s) might work,
then cautiously practice your tactic(s).
Experiential Exercise
Ontario Electronics Ltd.
To: Claude Fortier, Special Assistant to the President
From: Ian Campbell, President
Subject: Learning Organizations
It is important for organizations to be responsive to customer and marketplace needs. One of
the approaches discussed is becoming a learning organization. Recent information convinced
him that his company’s future may well depend on how well we’re able to “learn.”
Ian would like you to find some current information on learning organizations.
Teaching Tip: There are two good books that I would suggest for student:
1. Senge, P.M. 1990. The Fifth Discipline. London: Century Business
2. Argyris, C. 1999. On Organizational Learning. 2nd Ed. Oxford: Blackwell
Publishing
Students should also be encouraged to use their library’s on-line database to search
articles for the learning organization. Students may find summaries of Senge’s ideas on
some internet sites of companies that specialize in organizational development
Discussion Questions
6-22 Describe and evaluate what Pfizer is doing with its PfizerWorks.
Pfizer has outsourced menial tasks to another company allowing employees to focus on
the most important parts of their job. According to the case this seems to be working
great and Pfizer employees are pleased with the outcomes.
6-23 What structural implications – good and bad – does this approach have? (Think
in terms of the six organizational design elements.)
Work specialization – the case clearly shows how the outsourcing of menial tasks is
allowing employees to focus more on the specific jobs they were hired to do that they
have expertise in rather than spending time on less important tasks.
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6-24 Do you think this arrangement would work for other types of organizations? Why
or why not? What types of organizations might it also work for?
Responses will vary across students but look for them to cite examples from the text in
their answer.
Student’s answers may vary but one example might include the following: The structure
of an organization plays a large role in how efficient or effective a company is. Structure
dictates who does what, when and how they do their work and where the work goes once
it has left that employee. Structure determines the levels in an organization and how
communication flows through a company. If the structure is rigid with many levels then
communication may take more time to pass through all of the levels or vice versa.
Discussion Questions
6-26 What do you think about using “volunteers” to do work that other people get paid
to do?
Opinions of using volunteers at work may vary, but it should be emphasized that many
companies regularly use volunteers to supplement their workforce. Who hasn’t heard of
volunteer firefighters? Some volunteers work because they feel attached to the cause or
goal of the organization (i.e. the Salvation Army Bell Ringers or volunteers at the SPCA),
and others may volunteer to learn a skill and build their resume (i.e. interns). Volunteers
sometimes receive benefits, which makes the idea of working for ‘free’ more palatable.
Volunteers may gain access to company resources (i.e. access to beta versions of
software).
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6-27 If you were in Mark Studness’s position, what would you be most concerned about
in this arrangement? How would you “manage” that concern?
Answers to this question should address control and conflict. With regard to control, the
following issues might arise: How do you make sure people show up for ‘work?’ What if
these volunteers make a mistake that puts the company at risk for a lawsuit? What if they
are rude to customers? With regard to conflict: How do employees feel about the
volunteers? How do the volunteers feel about the employees? Are there some equity
issues involved with regard to compensation or the lack there of? On managing
volunteers, control systems should be in place to assure the quality of their work. If
volunteers are unable to meet expectations then they can be removed, which may mean
losing the benefits cited in question 1.
6-28 How do these “volunteers” fit into an organization’s structure? Take each of the
six elements of organization design and discuss how each would affect this structural
approach.
Verizon’s volunteers are operating in a specific role for the organization and do not fit
into the traditional organizational structure. They have no power to manage other
employees and do not have decision making authority over organizational plans. For
specialization, it would be high, for departmentalization it would be product, for authority
and power it would be low, for span of control it would be zero, for decision making it
would be centralized, and for formalization it would be high.
6-29 Do you think this approach could work for other types of work being done or in
other types of organizations? Explain.
What make this situation unique is the Web-based structure and boundaryless nature of
Web forums. While managers may see the potential benefit of this program, the
technological challenges for personnel with the experience may be difficult.
As addressed in question 1, many organizations currently use volunteers. Get students to
think of other companies that use volunteers and examples where volunteers should not
be used.
Case Application 3: You Work Where?
Discussion Questions
6-30 Evaluate Yahoo!’s new work initiative. Did it have to be an “all or nothing”
proposition? Discuss.
Student’s answer will vary but one example might include something like the following.
Yahoo is in need to great change so the “all of nothing” proposition was probably a good
decision. It will help create and maintain a sense of community and support. Employees
can collaborate more effectively if they are working close to one another. Managers can
better follow-up on each employee’s work and their productivity from an office setting
than if the company is mostly working remotely.
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6-31 What can managers and organizations do to help employees who work from home
be efficient and effective?
Managers and organizations need to create clear work standards and a performance
review process that rewards key performance indicators. If employees know what the
rewards are based on then they are more likely to work hard to achieve them. Also,
managers need to check in with telecommuters regularly to make sure everything is going
well and that they are getting their work completed.
6-32 Take the three main concerns—productivity, innovation, and collaboration. From
the perspective of management, how do you think flexible arrangements stack up? How
about from the employee’s perspective?
If performance standards are clear then productivity should not be a problem. Innovation
and collaboration will not be as prevalent in a flexible work environment because people
will not see co-workers on a regular basis thus limiting new ideas and opportunities to
develop new things together. Form the employee’s perspective the same is probably true.
Employees may feel more isolated and that collaboration is not really an option.
6-33 Is “face-time” (that is, showing up atwork to be seen by your boss and others)
critical to one’s career? Discuss.
6-34 Is being able to work remotely important to you? Why or why not?
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