2. Foundations of Organization Martyn Kingston, PhD, MBA

3. Learning Outcomes 1.Organization, Core Foundations, Strategy and Results (Slides 3-8) 2.Organizational Structure (Slides 9-19) 3.Common Organizational Designs (Slides 20-31) 4.Why Does Organization Change or Differ? (Determinates) (Slides 32-41) 5.Check-Up and Key Takeaways (Slides 42-47)

4. Structure Follows Strategy & Core Foundations Key Ideas and Linkages : 1.Form (structure) follows Function (role) follows Strategy follows Value, Profits and Competitiveness (turtles-end game) 1.Core Foundations (Mission, Vision, Purpose, Values, Organizational Culture) suggest design options 2.Task Driven- Build Tracking and Controlling into design, planning and execution of organization

5. Three Business Turtles (Core Propositions) Profit Proposition Value Proposition Competitiveness Proposition

6. Setting Organizational Direction 1. Where are We Now? Competencies and Weaknesses Customers Competitors 2. Where do We Want/Need to Go? Growth or Problem Solving Strategies 3. How Can/Does Resource Organization Help? Human Capital Other Organizational Resources Maximize through Organizational Design and Management

7. Setting Organizational Direction 4. Organization and Strategic Processes How do we allocate resources based on where we want or need to go? How do we convert plans into actions? How do results compare with plans. How do we monitor and assess outcomes. How do we re-organize to react to deviations or planning gaps? How much will change cost? What is likely ROI & probability for success? 5. How well are we Organized across the Strategic Business Process? How well do we diagnose? How well do we plan? How well do we implement plans and effect strategies? How well do we monitor, control and assess outcomes? …

8. Entrepreneurial Questions Adopt a Strategic End-Point Approach to Organization  Analysis/Audit - Where are we now?  Objectives - Where do we want to be?  Strategies - Which way ahead and which way is best?  Tactics - How do we get there?  Implementation - Getting there!  Control – Did we get there?! If not, can we?

11. Core Values and Organizational Design  Excellence  Effectiveness  Efficiency  Engagement  Authenticity (Trust)  Transparency (Do what u say, say what u do)  Fairness

12. What Is Organizational Structure? Key Design Elements: Work specialization Departmentalization Chain of command Span of control Centralization and decentralization Formalization Key Design Elements: Work specialization Departmentalization Chain of command Span of control Centralization and decentralization Formalization Organizational Structure How job tasks are formally divided, grouped, coordinated, controlled & held accountable.

13. Key Design Questions and Answers for Designing the Best Organization Structure Key Questions Key Answers 1. To what degree is work or tasks Work specialization subdivided into separate jobs? 2. On what basis will jobs be grouped Departmentalization together? 3. To whom do individuals and groups Chain of command report? 4. How many individuals can a manager Span of control efficiently and effectively direct? 5. Where does decision-making Centralization authority lie? And to what degree?and decentralization 6. To what degree will there be rules Formalization and regulations to direct employees and managers?

14. What Is Organizational Structure? (cont’d) 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 and Knowledge 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 and Knowledge Work Specialization The degree to which tasks in the organization are subdivided into separate jobs rather than having one person do the whole job.

15. Economies and Diseconomies of Work Specialization

16. What Is Organizational Structure? (cont’d) Grouping Activities By: Function Product Geography Process Customer Grouping Activities By: Function Product Geography Process Customer Departmentalization The basis by which jobs are grouped together.

17. What Is Organizational Control? 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. Authority The rights inherent in a managerial position to give orders and to expect the orders to be obeyed – distinguish line and staff authority. Unity of Command and Accountability A subordinate should have only one superior to whom he or she is directly responsible (UofC). Otherwise we speak of lines of accountability to describe who is accountable to who, for what & how will it be measured or assessed and when?

18. Power, Authority and Responsibility  Power - The ability to get others to do what you want them to do against their will or the ability to influence decisions  Authority – The rights inherent to a position involving giving orders and expecting them to be carried out or ‘institutional power’  Responsibility – An obligation to perform assigned activities

19. Types of Power, Authority & Responsibility  Coercive - based on fear or threats (real or imagined)  Reward - based on ability to distribute something of value  Legitimate - based on formal position in organization  Expert - based on expertise, skill or knowledge often professionally sanctioned and credentialed  Referent – based on identification w/ person w/ desired resources  Avowed & Actual - based on possible differences between ‘stated or formal power or authority’ and where it ‘actually lies’ – informal vs formal power, influence and communication

20. What Is Organizational Structure? (cont’d) Narrow Span Drawbacks: Expense of additional layers of management. Increased complexity of vertical communication. Encouragement of overly tight supervision and discouragement of employee autonomy. Narrow Span Drawbacks: Expense of additional layers of management. Increased complexity of vertical communication. Encouragement of overly tight supervision and discouragement of employee autonomy. Concept: Wider spans of management increase organizational efficiency. Concept: Span of Control The number of subordinates a manager can efficiently and effectively direct.

21. Contrasting Spans of Control

22. What Is Organizational Structure? (cont’d) Centralization The degree to which decision making is concentrated at a single point in the organization. Formalization The degree to which jobs within the organization are standardized. Decentralization The degree to which decision making is spread throughout the organization.

23. Source: S. Adams, Dogbert’s Big Book of Business, DILBERT reprinted by permission of United Features Syndicate, Inc.

24. Common Organization Designs A Simple Structure: Jack Gold’s Men’s Store Simple Structure A structure characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization.

25. Common Organization Designs (cont’d) 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.

26. The Bureaucracy  Strengths –Functional economies of scale –Minimum duplication of personnel and equipment –Enhanced predictable communication –Centralized decision making  Weaknesses –Subunit conflicts with organizational goals –Obsessive concern with rules and regulations –Lack of employee discretion to deal with problems –Lower levels of motivation, innovation & value added

27. Common Organization Designs (cont’d) 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. 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. Matrix Structure A structure that creates dual lines of authority and combines functional and product departmentalization.

28. Matrix Structure (College of Business Administration) (Dean) (Director) Employee

29. New Design Options Characteristics: Breaks down departmental barriers. Decentralizes decision making to the team level. Requires employees to be generalists as well as specialists. Creates a “flexible bureaucracy.” Characteristics: Breaks down departmental barriers. Decentralizes decision making to the team level. Requires employees to be generalists as well as specialists. Creates a “flexible bureaucracy.” Team Structure The use of teams as the central device to coordinate work activities.

30. New Design Options (cont’d) Concepts: Advantage: Provides maximum flexibility while concentrating on what the organization does best. Disadvantage: Reduced control over key parts of the business. Concepts: Advantage: Provides maximum flexibility while concentrating on what the organization does best. Disadvantage: Reduced control over key parts of the business. Virtual Organization A small, core organization that outsources its major business functions. Highly centralized with little or no departmentalization.

31. A Virtual Organization

32. New Design Options (cont’d) T-form Concepts: Eliminate vertical (hierarchical) and horizontal (departmental) internal boundaries. Breakdown external barriers to customers and suppliers. T-form Concepts: Eliminate vertical (hierarchical) and horizontal (departmental) internal boundaries. Breakdown external barriers to customers and suppliers. Boundaryless Organization An organization that seeks to eliminate the chain of command, have limitless spans of control, and replace departments with empowered teams.

33. Why Do Structures Differ? Mechanistic Model A structure characterized by extensive departmentalization, high formalization, a limited information network, and centralization.

34. Why Do Structures Differ? Organic Model A structure that is flat, uses cross-hierarchical and cross-functional teams, has low formalization, possesses a comprehensive information network, and relies on participative decision making.

35. Mechanistic Versus Organic Models

36. Why Do Structures Differ? – Strategy Innovation Strategy A strategy that emphasizes the introduction of major new products and services. Imitation Strategy A strategy that seeks to move into new products or new markets only after their viability has already been proven. Cost-minimization Strategy A strategy that emphasizes tight cost controls, avoidance of unnecessary innovation or marketing expenses, and price cutting.

37. The Strategy-Structure Relationship Strategy Structural Option Innovation Organic: A loose structure; low specialization, low formalization, decentralized Cost minimization Mechanistic: Tight control; extensive work specialization, high formalization, high centralization Imitation Mechanistic and organic: Mix of loose with tight properties; tight controls over current activities and looser controls for new undertakings

38. Why Do Structures Differ? – Size Characteristics of large organizations: More specialization More vertical levels More rules and regulations Characteristics of large organizations: More specialization More vertical levels More rules and regulations Size How the size of an organization affects its structure. As an organization grows larger, it becomes more mechanistic.

39. Why Do Structures Differ? – Technology Technology How an organization transfers its inputs into outputs. Characteristics of routineness (standardized or customized) in activities: Routine technologies are associated with tall, departmentalized structures and formalization in organizations. Routine technologies lead to centralization when formalization is low. Nonroutine technologies are associated with delegated decision authority. Characteristics of routineness (standardized or customized) in activities: Routine technologies are associated with tall, departmentalized structures and formalization in organizations. Routine technologies lead to centralization when formalization is low. Nonroutine technologies are associated with delegated decision authority.

40. Why Do Structures Differ? – Environment Key Dimensions- 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. Key Dimensions- 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. Environment Institutions or forces outside the organization that potentially affect the organization’s performance.

41. The Three Dimensional Model of the Environment Complexity Volatility Capacity

42. “Bureaucracy is Dead” …. Or IS it?!  Characteristics of Bureaucracies –Specialization –Formalization –Departmentalization –Centralization –Narrow spans of control –Adherence to a chain of command –Bureaucratic personality & culture  Why Bureaucracy Survives –Large size prevails –Environmental turbulence can be largely managed –Standardization achieved through hiring people who have undergone extensive educational training –Technology maintains control –Bureaucracy can live on through personalities & culture

43. Organizational Designs and Employee Behavior 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. 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.

44. Organization Structure: Its Determinants and Outcomes Implicit Models of Organizational Structure Perceptions that people hold regarding structural variables formed by observing things around them in an unscientific fashion. Associated with

45. What kind of structure might someone who has a low tolerance for ambiguity feel most comfortable in? BureaucraticOrganicMatrixVirtual Chapter Check-Up: Structure Discuss with your neighbor why a virtual organization would not make this same person feel comfortable.

46. Business Requires P.O.I.S.E  P rofitable Actions  O ffensive (rather than defensive) Actions  I ntegrated Actions  S trategic (future orientated) Actions  E ffective (gets results) Actions

47. Chapter Check-Up: Structure If someone has a high need for affiliation, would a virtual organization be a good fit for him or her? Why or why not? If someone has a high need for affiliation, would a virtual organization be a good fit for him or her? Why or why not? Discuss with a classmate whether or not an organic organization would be a good fit for this same person.

48. With which type of structure do you think trust is most necessary? Why? Are their “substitutes for trust” that are potentially built into some structures? If so, which ones? Chapter Check-Up: Structure

49. Key Takeaways 1. Chat w/ your neighbor. Identify key talking points 2. Share a takeaway from today w/ the class? 3. Based on your experience w/ an organization explain how a principle or idea from today works in practice? What does it reveal about an organization? 4. How do the ideas relate to these cases?  Belgium Brewery  Google  3M  IDEO  S.A.S.  Zappos