The Structural Frame Getting Organized

The Structural Frame
Getting Organized
M.A.J.U. S. M. M. Raza Naqvi

1
Structural Assumptions
 Organizations exist to achieve established goals
and objectives.
 Specialization and division of labor increase
efficiency and performance.
 Appropriate forms of coordination and control
are essential.
 Organizations work best when rationality
prevails.
 Structure must align with circumstances.
 Problems arise from structural deficiencies.

2
Origins of the
Structural Perspective
 Frederick Taylor—“scientific management”
 Efficiency, time and motion studies, etc.
 Max Weber—bureaucracy
 Fixed division of labor
 Hierarchy of offices
 Performance rules
 Separate personal and official property and rights
 Personnel selected for technical qualifications
 Employment as primary occupation

3
Basic Structural Tensions
 Differentiation: dividing work, division of labor

 Integration: coordinating efforts of different
roles and units
 Criteria for differentiation: function, product,

customer, place, process
 Sub-optimization: units focus on local
concerns, lose sight of big picture

4
Vertical Coordination
 Authority (the boss makes the decision)

 Rules and policies
 Planning and control systems
 Performance control (focus on results) vs.
action planning (focus on process)

5
Lateral Coordination
 Meetings
 Task forces
 Coordinating roles
 Matrix structures
 Etc

6
McDonald’s and Harvard:
A Structural Odd Couple
 McDonald’s: clearer goals, more
centralized, tighter performance controls
 Harvard: diffuse goals, highly
decentralized, high autonomy for
professors
 Why have two successful organizations developed such

different structures?

7
Structural Imperatives
 Important issues in developing structure

 Size
 Core process
 Environment
 Strategy and goals
 Information technology
 People: nature of workforce

8
Summary of the Structural Frame
 Structural frame—examine social context of

work
 Differentiation and integration
 Structure depends on situation
 Simpler, more stable environments  simpler,
more hierarchical and centralized structures
 Changing, turbulent environments  more

complex, flexible structures

9
Structure and Restructuring
M.A.J.U. S. M. M. Raza 10
Naqvi
A Few Structural Dilemmas
 Differentiation vs. integration

 Gaps vs. overlaps
 Underuse vs. overload
 Clarity vs. Creativity
 Excessive autonomy vs. excessive
interdependence
 Too loose vs. too tight
 Goalless vs. goal bound
 Irresponsible vs. unresponsive
Naqvi
Structural Configuration
Mintzberg’s fives
Strategic apex
 serves the needs of those people
who control the organization;

Middle management
 the managers who connect the
strategic apex with the operating

core;
Operating core
 the people directly related to the production
of services or products;
 Technostructure
 the analysts who design, plan,
change or train the operating

core;
Support staff
 the specialists who provide
support to the organization

outside of the operating core's
activities;
Naqvi
Mintzberg used the components, flows, work
constellations and coordination mechanisms to define
five configurations
 Simple structure
 Machine
bureaucracy
 Professional
bureaucracy
 Divisionalized
form
 Adhocracy
Naqvi
Simple Structure

Entrepreneurial setting:
relies on direct supervision
from the strategic apex,
the CEO.
Naqvi
Machine bureaucracy
 Large organizations: relies

on standardization of work
processes by the techno-
structure.
Naqvi
Professional bureaucracy
 The professional services firm: relies

on the professionals' standardization
of skills and knowledge in the
operating core.
Naqvi
Divisionalized form
 Multi-divisional organization:
relies on standardization of
outputs; middle-line managers
run independent divisions.
Naqvi
Adhocracy
 Project organizations: highly

organic structure with little
formalization; relies on mutual
adjustment as the key
coordinating mechanism within
and between these project
teams.
Naqvi
In later work Mintzberg added two
more configurations:
6. Missionary Form
Coordination occurs based on commonly held
ideologies or beliefs: standardization of norms.
7. Political Form
No coordination form is dominant: control is based on
forming alliances.
Naqvi
Helgesen’s Web of Inclusion (1995)
 Emphasis on lateral relationships rather

than hierarchy
 Leadership at the center rather than at
the top
 Web builds from the center out through a
network of interconnections
Naqvi
Generic Issues in Restructuring
Each component exerts distinct pressures.
 Strategic apex pushes for more alignment, centralization.

(Superintendent)
 Middle managers try to protect autonomy and room to run

their own units. (Principals/Dept Heads)
 Techno-structure pushes for standardization, believes in

measurement and monitoring. (District Staff)
 Support staff prefers less hierarchy, more collaboration.

(Secretaries/Custodians, etc.)
Naqvi
Why Restructure?
 The environment shifts.

 Technology changes.
 Organizations grow.
 Leadership changes.
 Troubled firms
 Impulsive firms
 Stagnant bureaucracies
 Headless giants
Naqvi
Organizing Groups and Teams
Naqvi
Group Tasks and Linkages
 Situational variables influencing group
structures
 What are we trying to accomplish?

 What needs to be done?
 Who should do what?
 How should we make decisions?
 Who is in charge?
 How do we coordinate efforts?

 Continued next slide
Naqvi
Group Tasks and Linkages (II)
 Situational variables, cont.

 What do individuals care about most?
 What are special skill and talents?
 What is the relationship?
 How will we determine success?
Naqvi
Group and Team Structures
Figure 5-1: One Boss
 Basic structural
configurations
 One boss
 Dual authority
 Simple hierarchy
 Circle
 All channel
Naqvi
Figure 5- 2: Dual Authority
configurations
 One boss
 Dual authority
 Circle
 All channel
Naqvi
configurations
 One boss
 Dual authority
 Circle
 All channel
Naqvi
configurations
 One boss
 Dual authority
 Circle
 All channel
Naqvi
configurations
 One boss
 Dual authority
 Circle
 All channel
Naqvi
Determinants of Successful Teams
 Determining an appropriate structure
 Nature and degree of task interaction
 Geographic distribution of members
 Where is autonomy needed, given the team’s

goals and objectives?
 Should structure be conglomerate, mechanistic,

or organic?
Naqvi
Structure and Performance
 Six characteristics of effective teams

1. Purpose shaped in light of demand or
opportunity
2. Specific, measurable goals
3. Manageable size
4. Right mix of expertise
5. Common commitment
6. Collectively accountable
Naqvi
Conclusion
 Every group evolves a structure—but not always
one that fits the task and circumstances.
 Hierarchy, top-down structures tend to work for
simple, stable tasks.
 When the task or environment is more complex, the
structure needs to adapt.
 Sports images provide a metaphor for structural
options.
 Vary the structure in response to change.
 Few groups have flawless members; the right
structure can make optimal use of available
resources.
Naqvi

The Structural Frame Getting Organized

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The Structural Frame

M.A.J.U. S. M. M. Raza Naqvi

M.A.J.U. S. M. M. Raza Naqvi

M.A.J.U. S. M. M. Raza Naqvi

 Differentiation: dividing work, division of labor

 Criteria for differentiation: function, product,

M.A.J.U. S. M. M. Raza Naqvi

 Authority (the boss makes the decision)

M.A.J.U. S. M. M. Raza Naqvi

M.A.J.U. S. M. M. Raza Naqvi

 Why have two successful organizations developed such

M.A.J.U. S. M. M. Raza Naqvi

 Important issues in developing structure

 Strategy and goals

 People: nature of workforce

M.A.J.U. S. M. M. Raza Naqvi

 Structural frame—examine social context of

 Changing, turbulent environments  more

M.A.J.U. S. M. M. Raza Naqvi

 Differentiation vs. integration

who control the organization;

strategic apex with the operating

change or train the operating

support to the organization

 Large organizations: relies

 The professional services firm: relies

 Project organizations: highly

 Emphasis on lateral relationships rather

 Strategic apex pushes for more alignment, centralization.

 Middle managers try to protect autonomy and room to run

 Techno-structure pushes for standardization, believes in

 Support staff prefers less hierarchy, more collaboration.

 The environment shifts.

 What are we trying to accomplish?

 Who should do what?

 How should we make decisions?

 How do we coordinate efforts?

 Situational variables, cont.

 What is the relationship?

 How will we determine success?

 Nature and degree of task interaction

 Geographic distribution of members

 Where is autonomy needed, given the team’s

 Should structure be conglomerate, mechanistic,

 Six characteristics of effective teams

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