1. Networking Based Organizations and Structures By: Priyank Shah Enrollment No.130950109071

2.  Organizing and organizations  Structure of organizations  Matrix organizations  Networked organizations  Learning organizations  Challenges in organizations April 18, 2006LIS580- Spring 20062

3.  Organizing  Arranging the activities of the enterprise in such a way that they systematically contribute to the enterprise’s goals. April 18, 2006LIS580- Spring 20063 G.Dessler, 2003

4.  Organization Chart  A chart that shows the structure of the organization including the title of each manager’s position and, by means of connecting lines, who is accountable to whom and who has authority for each area. April 18, 2006LIS580- Spring 20064 G.Dessler, 2003

5. April 18, 2006LIS580- Spring 20065

6.  Organization design  A process in which managers develop or change their organization’s structure  Work specialization  A component of organization structure that involves having each discrete step of a job done by a different individual rather than having one individual do the whole job April 18, 2006LIS580- Spring 20066 Prentice Hall, 2002

7. April 18, 2006LIS580- Spring 20067 Prentice Hall, 2002

8.  Simple structure  An organization that is low in specialization and formalization but high in centralization  Functional structure  An organization in which similar and related occupational specialties are grouped together  Divisional structure  An organization made up of self-contained units April 18, 2006LIS580- Spring 20068 Prentice Hall, 2002

9.  Matrix structure  An organization in which specialists from functional departments are assigned to work on one or more projects led by a project manager  Team-based structure  An organization that consists entirely of work groups or teams  Boundaryless organization  An organization that is not defined or limited by boundaries or categories imposed by traditional structures April 18, 2006LIS580- Spring 20069 Prentice Hall, 2002

10.  Chain of command  The management principle that no person should report to more than one boss  Span of control  The number of subordinates a manager can direct efficiently and effectively  Authority  The rights inherent in a managerial position to give orders and expect them to be obeyed  Responsibility  An obligation to perform assigned activities  Power  An individual’s capacity to influence decisions April 18, 2006LIS580- Spring 200610 Prentice Hall, 2002

11. April 18, 2006LIS580- Spring 200611 Prentice Hall, 2002

12.  Span of Control  The number of subordinates reporting directly to a supervisor.  Wide spans: larger number of direct reports.  Narrow spans: fewer number of direct reports.  Tall vs. Flat Organizations  Tall organizations: more management layers and more hierarchical controls.  Flat organizations: fewer management layer and decision making closer to the customer. April 18, 2006LIS580- Spring 200612 G.Dessler, 2003

13. April 18, 2006LIS580- Spring 200613 FIGURE 6–9 G.Dessler, 2003

14.  Line authority  The position authority (given and defined by the organization) that entitles a manager to direct the work of operative employees  Staff authority  Positions that have some authority (e.g., organization policy enforcement) but that are created to support, assist, and advise the holders of line authority April 18, 2006LIS580- Spring 200614 Prentice Hall, 2002

15. April 18, 2006LIS580- Spring 200615 Prentice Hall, 2002

16. Legitimate Power based on one’s position in the formal hierarchy Coercive Power based on fear Reward Power based on the ability to distribute something that others value Expert Power based on one’s expertise, special skill, or knowledge Referent Power based on identification with a person who has resources or traits April 18, 2006LIS580- Spring 200616 Prentice Hall, 2002

17.  The manager can delegate authority but cannot delegate responsibility.  Clarify the assignment.  Delegate, don’t abdicate.  Know what to delegate.  Specify the subordinate’s range of discretion.  Authority should equal responsibility.  Make the person accountable for results.  Beware of backward delegation. April 18, 2006LIS580- Spring 200617 G.Dessler, 2003

18.  Departmentalization  The process through which an organization’s activities are grouped together and assigned to managers; the organizationwide division of work. April 18, 2006LIS580- Spring 200618 G.Dessler, 2003

19.  Functional  The grouping of activities by functions performed  Product  The grouping of activities by product produced  Customer  The grouping of activities by common customers  Geographic  The grouping of activities by territory  Process  The grouping of activities by work or customer flow April 18, 2006LIS580- Spring 200619

20.  Functional Departmentalization  A form of organization that groups a company’s activities around essential functions such as manufacturing, sales, or finance. April 18, 2006LIS580- Spring 200620 G.Dessler, 2003

21. April 18, 2006LIS580- Spring 200621 FIGURE 6–1 G.Dessler, 2003

22. April 18, 2006LIS580- Spring 200622 FIGURE 6–3 G.Dessler, 2003

23. April 18, 2006LIS580- Spring 200623 FIGURE 6–4 G.Dessler, 2003

24.  Organizational Network  A system of interconnected or cooperating individuals.  Informal Networks  Communication pathways and relationships between individuals in an organization that do not necessarily conform to the formal chain of command and communication networks of an organization. April 18, 2006LIS580- Spring 200624 G.Dessler, 2003

25.  Formal Organizational Network  A recognized group of managers or other employees assembled by the CEO and the other senior executive team, drawn from across the company’s functions, business units, geography, and levels.  Electronic Organizational Networks  Networking through technology-supported devices such as e-mail, video-conferencing, and collaborative computing software like Lotus Notes. April 18, 2006LIS580- Spring 200625 G.Dessler, 2003

26. April 18, 2006LIS580- Spring 200626 Cross, Rob. A bird's-eye view: Using social network analysis to improve knowledge creation and sharing. IBM Executive strategy report 04Jun2002 http://www- 1.ibm.com/services/us/index.wss/xs/imc/a1001262http://www- 1.ibm.com/services/us/index.wss/xs/imc/a1001262 Rarely do the communication patterns match the formal structure

27.  Team-Based Organizations  Team  A group of people committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.  Horizontal Corporations  A structure that is organized around customer- oriented processes performed by multidisciplinary cross-functional teams rather than by formal functional departments. April 18, 2006LIS580- Spring 200627 G.Dessler, 2003

28. April 18, 2006LIS580- Spring 200628 FIGURE 6–11 Source: John A. Byrne, “The Horizontal Corporation,” Business Week, 20 December 1993, p. 80. G.Dessler, 2003

29.  Make responsibilities overlap. Design individual jobs as broadly as possible, and keep the number of job titles to a minimum.  Base rewards on unit performance to emphasize the importance of working together.  Change the physical layout to promote collective responsibility. Let people see each other’s work.  Redesign work procedures, provide computer terminals, use the e-mail network, and make sure managers are available. April 18, 2006LIS580- Spring 200629 G.Dessler, 2003

30. April 18, 2006LIS580- Spring 200630 FIGURE 6–12 Source: Source: Reprinted from the December 20, 1993, issue of Business Week by special permission. Copyright © 1993 by the McGraw-Hill Companies, Inc. G.Dessler, 2003

31.  Federal Organization  An organization in which power is distributed between a central unit and a number of constituents, but the central unit’s authority is intentionally limited.  Virtual Organization  A temporary network of independent companies that use information technology to share skills, reduce costs, and provide access to one another’s markets.  Its success depends on each of the individual firms’ responsibility and self-interest to accomplish the network’s purpose. April 18, 2006LIS580- Spring 200631 G.Dessler, 2003

32.  Business environments are in a constant state of change.  An organization’s strategy must be adapted to changes in its competitive environment.  Structure follows strategy.  Strategic change creates the need for restructuring the organization to acquire new and different knowledge, skills and abilities. April 18, 2006LIS580- Spring 200632 G.Dessler, 2003

33.  Environment. Fast-changing environments require organic structures; slowly changing environments favor mechanistic structures.  Technology. Unit and continuous production processes favor organic structures. Mass production processes favor mechanistic structures.  Goals. Ask, “What are the main goals we want to achieve via this organization?”  Pros and cons. Each approach to departmentalization has pros and cons.  Logic and common sense. April 18, 2006LIS580- Spring 200633 G.Dessler, 2003

34. April 18, 2006LIS580- Spring 200634 FIGURE 0–3 Source: Reprinted by permission of Harvard Business Review. “The Four Organizational Boundaries that Matter,” from “The New Boundaries of the Boundaryless Company,” by Larry Hirschorn and Thomas Gilmore, May–June 1992. Copyright © 1992 by the President and Fellows of Harvard College. All rights reserved. G.Dessler, 2003

35.  Boundaryless Organization  An organization in which management strips away the “walls” which typically separate organizational functions and hierarchical levels, through the widespread use of teams, networks, and similar structural mechanisms. April 18, 2006LIS580- Spring 200635 G.Dessler, 2003

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