Chapter Three Fundamentals of Organization Structure

Fundamentals of Organizational
Structure
Munif Ahmad
What Is Organizational
Structure?
• Organizational Structure
– How job tasks are formally divided, grouped,
and coordinated
– Key Elements:
1. Work specialization
2. Departmentalization
3. Chain of command
4. Span of control
5. Centralization and decentralization
6. Formalization
What Is Organizational
Structure?
• Organizational Structure
– How job tasks are formally divided, grouped,
and coordinated
– Key Elements:
1. Work specialization
3. Chain of command
4. Span of control
5. Centralization and decentralization
6. Formalization
1. Work Specialization
• The degree to which tasks in the organization are
subdivided into separate jobs
• Division of Labor
– Makes efficient use of employee skills
– Increases employee skills through repetition
– Less between-job downtime increases productivity
– Specialized training is more efficient
– Allows use of specialized equipment
• Can create greater economies and efficiencies – but
not always…
• The basis by which jobs are grouped

together
• Grouping Activities by:
– Function
– Product
– Geography
– Process
– Customer
3. Chain of Command
• Authority
– The rights inherent in a managerial position to
give orders and to expect the orders to be
obeyed
• Chain of Command
– The unbroken line of authority that extends
from the top of the organization to the lowest
echelon and clarifies who reports to whom
• Unity of Command
– A subordinate should have only one superior to
whom he or she is directly responsible
4. Span of Control
The number of subordinates a manager can efficiently and
effectively direct
– Wider spans of management
increase organizational
efficiency
– Narrow span drawbacks:
• Expense of additional layers
of management
• Increased complexity of
vertical communication
• Encouragement of overly
tight supervision and
discouragement of employee
autonomy
Contrasting Spans of
Control
5. Centralization and
Decentralization
• Centralization
– The degree to which decision making is
concentrated at a single point in the
organization.
• Decentralization
– The degree to which decision making is
spread throughout the organization.
6. Formalization
• The degree to which jobs within the
organization are standardized.
– High formalization
• Minimum worker discretion in how to get the job done
• Many rules and procedures to follow
– Low formalization
• Job behaviors are nonprogrammed
• Employees have maximum discretion
Common Organization Designs:
Simple Structure
• Simple Structure
– A structure characterized by a low
degree of departmentalization, wide
spans of control, authority centralized
in a single person, and little
formalization
Common Organizational
Designs: Bureaucracy
• Bureaucracy
– A structure of highly
operating routine tasks
achieved through
specialization, very
formalized rules and
regulations, tasks that are
grouped into functional
departments, centralized
authority, narrow spans of
control, and decision making
that follows the chain of
command
An Assessment of Bureaucracies
Strengths Weaknesses
– Functional – Subunit conflicts
economies of scale with organizational
– Minimum goals
duplication of
personnel and
– Obsessive concern
equipment with rules and
regulations
– Enhanced
communication – Lack of employee
– Centralized discretion to deal
decision making with problems
Common Organizational
Designs: Matrix
• Matrix Structure
– A structure that creates dual lines of authority
and combines functional and product
departmentalization
• Key Elements
– Gains the advantages of functional and product
departmentalization while avoiding their
weaknesses
– Facilitates coordination of complex and
interdependent activities
– Breaks down unity-of-command concept
New Design Options: Virtual
Organization
– A small, core organization
that outsources its major
business functions
– Highly centralized with
little or no
departmentalization
• Provides maximum
flexibility while
concentrating on what
the organization does
best
• Reduced control over
key parts of the
business
New Design Options:
Boundaryless Organization
– An organization that seeks to eliminate
the chain of command, have limitless
spans of control, and replace
departments with empowered teams
– T-form Concepts
• Eliminate vertical (hierarchical) and horizontal
(departmental) internal boundaries
• Breakdown external barriers to customers and
suppliers
Two Extreme Models of
Organizational Design
Four Reasons Structures
Differ
1. Strategy
– Innovation Strategy
• A strategy that emphasizes the introduction of major new
products and services
• Organic structure best
– Cost-minimization Strategy
• A strategy that emphasizes tight cost controls, avoidance
of unnecessary innovation or marketing expenses, and
price cutting
• Mechanistic model best
– Imitation Strategy
• A strategy that seeks to move into new products or new
markets only after their viability has already been proven
• Mixture of the two types of structure
Why Structures Differ
2. Organizational Size
– As organizations grow, they become more mechanistic,
more specialized, with more rules and regulations
3. Technology
– How an organization transfers its inputs into outputs
• The more routine the activities, the more mechanistic
the structure with greater formalization
• Custom activities need an organic structure
4. Environment
– Institutions or forces outside the organization that
potentially affect the organization’s performance
– Three key dimensions: capacity, volatility, and complexity
Three-Dimensional
Environment Model
Volatility
Complexity Capacity
• Capacity
– The degree to which an environment can support growth
• Volatility
– The degree of instability in the environment
• Complexity
– The degree of heterogeneity and concentration among
environmental elements
Organizational Designs and
Employee Behavior
• Impossible to generalize due to individual differences in the
employees
• Research findings
– Work specialization contributes to higher employee
productivity, but it reduces job satisfaction.
– The benefits of specialization have decreased rapidly as
employees seek more intrinsically rewarding jobs.
– The effect of span of control on employee performance is
contingent upon individual differences and abilities, task
structures, and other organizational factors.
– Participative decision making in decentralized
organizations is positively related to job satisfaction.
• People seek and stay at organizations that match their needs.
Global Implications
• Culture and Organizational Structure
– Many countries follow the U.S. model
– U.S. management may be too individualistic
• Culture and Employee Structure Preferences
– Cultures with high-power distance may prefer
mechanistic structures
• Culture and the Boundaryless Organization
– May be a solution to regional differences in
global firms
– Breaks down cultural barriers, especially in
strategic alliances
– Telecommuting also blurs organizational
boundaries
Summary and Managerial
Implications
• Structure impacts both the attitudes and behaviors of
the people within it
• Impact of Technology
– Makes it easier to change structure to fit employee
and organizational needs

Chapter Three Fundamentals of Organization Structure

Uploaded by

Copyright:

Available Formats

Chapter Three Fundamentals of Organization Structure

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Chapter Three Fundamentals of Organization Structure

Uploaded by

Copyright:

Available Formats

Fundamentals of Organizational

• The basis by which jobs are grouped

You might also like