Professional Documents
Culture Documents
Organizational Structure
McGraw-Hill/Irwin
Contemporary Management, 5/e
Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
Organizational Structure
• Organizational Architecture
– The organizational structure, control
systems, culture, and human resource
management systems that together
determine how
efficiently and
effectively
organizational
resources are used.
Designing Organizational Structure
• Organizing
– The process by which managers establish
working relationships among employees to
achieve goals.
• Organizational Structure
– Formal system of task and reporting
relationships showing how workers use
resources.
Designing Organizational Structure
• Organizational design
– The process by which managers create a
specific type of organizational structure and
culture so that a company can operate in
the most efficient and effective way
Factors Affecting Organizational Structure
Figure 7.1
The Organizational Environment
Strategy
– Different strategies require the use of
different structures.
• A differentiation strategy needs a flexible
structure, low cost may need a more
formal structure.
• Increased vertical integration or
diversification also requires a more
flexible structure.
The Organizational Environment
Technology
– The combination of skills, knowledge, tools,
equipment, computers and machines used
in the organization.
– More complex technology makes it harder
for managers to
regulate the
organization.
The Organizational Environment
Technology
– Technology can be measured by:
• Task variety: the number of new problems
a manager encounters.
• Task analyzability: the availability of
programmed solutions to a manager to
solve problems.
The Organizational Environment
Human Resources
– Highly skilled workers whose jobs require
working in teams usually need a more
flexible structure.
– Higher skilled workers (e.g., CPA’s and
doctors) often have internalized professional
norms and values.
The Organizational Environment
• Human Resources
– Managers must take into account all four
factors (environment, strategy, technology
and human resources) when designing the
structure of the organization.
The Organizational Environment
• Job Design
– The process by which managers decide
how to divide tasks into specific jobs.
– The appropriate division of labor results in
an effective and efficient workforce.
Job Design
• Job Simplification
– The process of reducing the tasks each
worker performs.
• Too much simplification and boredom
results.
Job Design
• Job Enlargement
– Increasing the number of different tasks in a
given job by changing the division of labor
• Job Enrichment
– Increasing the degree of responsibility a
worker has over a job
Job Enrichment
Figure 7.2
Job Characteristics Model
Job Characteristic
Skill variety Employee uses a wide range of skills.
• Function
– Group of people, working together, who
possess similar skills or use the same kind
of knowledge, tools, or techniques to
perform their jobs
Grouping Jobs into Functions
• Functional Structure
– An organizational structure composed of all
the departments that an organization
requires to produce its goods or services.
Functional Structure
• Advantages
– Encourages learning from others doing
similar jobs.
– Easy for managers to monitor and evaluate
workers.
– Allows managers to create the set of
functions they need in order to scan and
monitor the competitive environment
Functional Structure
• Disadvantages
– Difficult for departments to communicate
with others.
– Preoccupation with own department and
losing sight of organizational goals.
The
Functional
Structure of
Pier 1
Imports
Figure 7.3
Divisional Structures
• Divisional Structure
– Managers create a series of business units
to produce a specific kind of product for a
specific kind of customer
Product,
Market, and
Geographic
Structures
Figure 7.4
Types of Divisional Structures
• Product Structure
– Managers place each distinct product line or
business in its own self-contained division
– Divisional managers have the responsibility
for devising an appropriate business-level
strategy to allow the division to compete
effectively in its industry
Product Structure
• Geographic Structure
– Divisions are broken down by geographic
location
• Global geographic structure
– Managers locate different divisions in each of
the world regions where the organization
operates.
– Generally, occurs when managers are
pursuing a multi-domestic strategy
Types of Divisional Structures
Figure 7.5
Types of Divisional Structures
• Market Structure
– Groups divisions according to the particular
kinds of customers they serve
– Allows managers to be responsive to the
needs of their customers and act flexibly in
making decisions in response to customers’
changing needs
Matrix Design Structure
• Matrix Structure
– An organizational structure that
simultaneously groups people and
resources by function and product.
• Results in a complex network of superior-
subordinate reporting relationships.
• The structure is very flexible and can respond
rapidly to the need for change.
• Each employee has two bosses (functional
manager and product manager) and possibly
cannot satisfy both.
Matrix Structure
Figure 7.6
Product Team Design Structure
Figure 7.6
Hybrid Structures
• Hybrid Structure
– The structure of a large organization that
has many divisions and simultaneously
uses many different organizational
structures
Federated’s Hybrid Structure
Figure 7.7
Coordinating Functions:
Allocating Authority
• Authority
– The power vested in a manager to make
decisions and use resources to achieve
organizational goals by virtue of his position
in an organization
Coordinating Functions:
Allocating Authority
• Hierarchy of Authority
– An organization’s chain of command,
specifying the relative authority of each
manager.
• Span of Control: the number of
subordinates who report directly to a
manager
Allocating Authority
• Line Manager
– Someone in the direct line or chain of
command who has formal authority over
people and resources
• Staff Manager
– Managers who are functional-area
specialists that give advice to line
managers.
The
Hierarchy of
Authority
and Span of
Control at
McDonald’s
Corporation
Figure 7.8
10-42
Tall and Flat Organizations
Figure 7.9
Tall and Flat Organizations
Figure 7.9
Minimum Chain of Command
• Decentralizing authority
– giving lower-level managers and non-
managerial employees the right to make
important decisions about how to use
organizational resources
Decentralizing Authority
• Disadvantages
– Teams may begin to pursue their own goals
at the expense of organizational goals
– Can result in a lack of communication
among divisions
Integrating Mechanisms
Figure 7.10
Organizational Culture
• Organizational culture
– shared set of beliefs, expectations, values,
and norms that influence how members of
an organization relate to one another and
cooperate to achieve organizational goals
Sources of an Organization’s Culture
Figure 7.11
Characteristics of Organizational
Members
• Organizational Ethics
– moral values, beliefs, and rules that
establish the appropriate way for an
organization and its members to deal with
each other and people outside the
organization
Employment Relationship
• In a centralized organization:
– people have little autonomy
– norms that focus on being cautious, obeying
authority, and respecting traditions emerge
– predictability and stability are desired goals
Organizational Structure
• Adaptive cultures
– values and norms help an organization to
build momentum and to grow and change
as needed to achieve
its goals and be
effective
Strong, Adaptive Cultures Versus
Weak, Inert Cultures
• Inert cultures
– Those that lead to values and norms that
fail to motivate or inspire employees
– Lead to stagnation and often failure over
time