Effective Organizing and Organizational Culture

Organizational Structure and Culture

Organizational Structure The formal system of work roles and authority relationships that govern how associates and managers interact with one another.

Organizational Culture

Involves the values and norms shared by managers and associates that influence behavior. It is a powerful force in organizations.

Functional Organization
CEO

VP Research and Development

VP Operations

VP Human Resources

VP Finance

VP Marketing

Divisional Organization
CEO

V.P. Product/Service Area 1

V.P. Product/Service Area 1

V.P. Product/Service Area 1

Head of R&D

Head of Operations

Head of Human Resources

Head of R&D

Head of Operations

Head of Human Resources

Head of R&D

Head of Operations

Head of Human Resources

Head of Finance

Head of Marketing

Head of Finance

Head of Marketing

Head of Finance

Head of Marketing

Centralization

Standardization

Structuring Characteristics
Formalization Specialization

The Modern Organization

Flexible empowering type of structure

Organic

Mechanistic

Learning

Non-Learning

Boundaryless

Traditional

Fewer management levels, broader spans of control, less centralization, standardization, formalization and specialization.

Factors Affecting Structure

Corporate Strategy

Growth

Diversification

Business Strategy
How a firm competes for success against other organizations in a particular market.
Low cost/low price Product/service differentiation Supporting structure including strategic business units SBUs

Developing Organizational Culture

Shared Values

Reinforcing Outcomes

Organizational Culture

Norms

Individual and Group Behavior

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.

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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.

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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

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Factors Affecting Organizational Structure

Figure 10.1

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The Organizational Environment

The Organizational Environment
The quicker the environment changes, the more problems face managers. Structure must be more flexible (i.e., decentralized authority) when environmental change is rapid.

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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.

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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.

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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.

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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., CPAs and doctors) often have internalized professional norms and values.

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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.

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The Organizational Environment

The way an organizations structure works depends on the choices managers make about: 1. How to group tasks into individual jobs 2. How to group jobs into functions and divisions 3. How to allocate authority and coordinate functions and divisions
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Job Design
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.

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Job Design
Job Simplification
The process of reducing the tasks each worker performs.
Too much simplification and boredom results.

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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

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Job Enrichment
1. Empowering workers to experiment to find new or better ways of doing the job 2. Encouraging workers to develop new skills 3. Allowing workers to decide how to do the work 4. Allowing workers to monitor and measure their own performance

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The Job Characteristics Model

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Job Characteristics Model

Job Characteristic
Skill variety Task identity Employee uses a wide range of skills. Worker is involved in all tasks of the job from beginning to end of the production process Worker feels the task is meaningful to organization. Employee has freedom to schedule tasks and carry them out. Worker gets direct information about how well the job is done.

Task significance Autonomy Feedback

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Grouping Jobs into Functions

Function
Group of people, working together, who possess similar skills or use the same kind of knowledge, tools, or techniques to perform their jobs

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Grouping Jobs into Functions

Functional Structure
An organizational structure composed of all the departments that an organization requires to produce its goods or services.

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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

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Functional Structure
Disadvantages
Difficult for departments to communicate with others. Preoccupation with own department and losing sight of organizational goals.

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Divisional Structures
Divisional Structure
Managers create a series of business units to produce a specific kind of product for a specific kind of customer

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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

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Product Structure
Allows functional managers to specialize in one product area Division managers become experts in their area Removes need for direct supervision of division by corporate managers Divisional management improves the use of resources
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Types of Divisional Structures

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

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Types of Divisional Structures

Global Product Structure
Each product division takes responsibility for deciding where to manufacture its products and how to market them in foreign countries worldwide

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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

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Matrix Design Structure

Matrix Structure
An organizational structure that simultaneously groups people and resources by function and product.
Results in a complex network of superiorsubordinate 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.
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Matrix Structure

Figure 10.6

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Product Team Design Structure

Product Team Structure
Does away with dual reporting relationships and two-boss managers Functional employees are permanently assigned to a cross-functional team that is empowered to bring a new or redesigned product to work

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Product Team Design Structure

Product Team Structure
Cross-functional team is composed of a group of managers from different departments working together to perform organizational tasks.

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Hybrid Structures
Hybrid Structure
The structure of a large organization that has many divisions and simultaneously uses many different organizational structures

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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

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Coordinating Functions: Allocating Authority

Hierarchy of Authority
An organizations chain of command, specifying the relative authority of each manager.
Span of Control: the number of subordinates who report directly to a manager

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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.

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Tall and Flat Organizations

Tall structures have many levels of authority and narrow spans of control.
As hierarchy levels increase, communication gets difficult creating delays in the time being taken to implement decisions. Communications can also become distorted as it is repeated through the firm. Can become expensive

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Tall Organizations

Figure 10.9

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Tall and Flat Organizations

Flat structures have fewer levels and wide spans of control.
Structure results in quick communications but can lead to overworked managers.

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Flat Organizations

Figure 10.9
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Minimum Chain of Command

Minimum Chain of Command
Top managers should always construct a hierarchy with the fewest levels of authority necessary to efficiently and effectively use organizational resources

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Centralization and Decentralization of Authority

Decentralizing authority
giving lower-level managers and non-managerial employees the right to make important decisions about how to use organizational resources

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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

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Integrating Mechanisms

Figure 10.10
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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

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Sources of an Organizations Culture

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Characteristics of Organizational Members

Ultimate source of organizational culture is the people that make up the organization Members become similar over time which may hinder their ability to adapt and respond to changes in the environment

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Organizational Ethics
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

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Employment Relationship
Human resource policies:
Can influence how hard employees will work to achieve the organizations goals, How attached they will be to it Whether or not they will buy into its values and norms

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Organizational Structure
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

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Organizational Structure
In a flat, decentralized structure:
people have more freedom to choose and control their own activities norms that focus on being creative and courageous and taking risks appear gives rise to a culture in which innovation and flexibility are desired goals.

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Strong, Adaptive Cultures

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

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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

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