ADAPTIVE

ORGANIZATIONAL
DESIGNS

 Contemporary Organizational Design

 Organizing For Collaboration
 Flexible Work Arrangement
 Contingent Workforce
 Contemporary Organizational Design:

• Non-Traditional
• Flexible
• Innovative

Contemporary Designs

Team Structure Matrix-Project Boundaryless Learning

1. Team Structures:

• Tackles big projects in small, tightly focused teams.

• Made up of work teams that do the Organization’s work.
• Adapted by Organizations like Google, Inc.

2. Matrix-Project Structures:

Matrix Structure Project Structure

• Includes specialists assigned from different
departments to work on a project.
• Defies “Unity of Command” principle.
• Employees return to their respective department
after completion.
• Includes specialists assigned from different
departments to work on a project.
• Doesn’t defy “Unity of Command” principle.
• Employees start working on another project
after completion.
3. Boundaryless Organizations:

• Design not defined by or limited to any structural boundaries.

• Unstructured and Flexible.
• Makes work more efficient, effective, and easy.

External

Boundary Vertical

Internal

Horizontal
 Vertical

External
External
Horizontal

External

Virtual
Boundaryless
Organization
Network
a) Virtual Organization:

• Most suitable for small, midsize, and online business.

• Typically involves tasks which can be done anywhere.
• Involves temporary hiring of outside specialists as needed.
• Adapted by organizations such as Strawberry-Frog, Inc.

b) Network Organization:

• Larger amount of work is done by outside suppliers.

• Also known as “Modular Organization”.
• Lean and Trim structure.
• Adapted by organizations such as Smart Balance, Inc.
4. Learning Organizations:

• Enhanced capacity to learn, adapt, and change.

• Workers must acquire and share knowledge, and apply it in their work.
• Managers serve as facilitators and supporters instead of “Bosses”.
• Adapted by organizations such as Tesco, Inc.

 Organizing for Collaboration: Cross-functional

Teams

Internal Task Forces

Communities of
Collaboration Practice

Open Innovation
External
Strategic
Partnership
1. Internal Collaboration:

• Involves collaboration between company’s employees.

• Includes collaborations such as:

a) Cross-functional Teams b) Task Forces

• Teams composed of individuals from various
specialties.
• Made for long-term projects.
• Team members cannot perform normal work
tasks while serving in the team.
• Teams composed of individuals from various
specialties.
• Made for short-term projects.
• Task Force members can perform normal work
tasks while serving in the Task Force.
c) Communities of Practice:

• Consists of group of people who share a concern and a passion about a topic.
• Allows people to deepen their knowledge and expertise by interacting.
• Results in increased effectiveness and innovation.
• Allows workers to solve problems with less trouble.

2. External Collaboration:

• Popular for organizations especially in product innovation.

• Involves collaboration between outside people and workers in organization.
• Includes collaborations such as:
a) Open Innovation:

• Includes searching for new ideas from people outside of organization.

• Involves collaborating with customers, suppliers, and competitors.
• Companies may create digital platforms for customers to improve product quality.
• Adapted by companies such as Dell, Nike, and Starbucks.

b) Strategic Partnership:

• Is a combination between two or more organizations.

• Resources and capabilities are combined to achieve goals.
• Increases knowledge and productivity while decreasing effort.
• Adapted by companies like Nokia, Qualcomm, and Yahoo!
PA RT T W O
 Flexible Work Arrangements:

• Gives employees opportunities to balance work in life.

• Hours, pattern, and location of work can be changed.
• May result in employee satisfaction and work life balance.
• Can be of following types:

1. Telecommuting:

• Involves working online.

• Provides location and time flexibility to worker.

2. Compressed Workweek:

• Working longer hours per day but fewer days per week.
3. Flex Time:

• Also referred to as “Flexible Work Hours”.

• Employees work for specific number of hours a week.
• Work hours can be varied within certain limits.

4. Job Sharing:

• Allows two or more people to split a full-time job.

• Full-time job can be divided into half-time or part-time jobs.

 Contingent Workforce:

• Includes temporary, freelance, or contract workers.

• Employment is contingent upon demand for services.
THE END