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Reframing Organizations, 4th ed.

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Presentation on theme: "Reframing Organizations, 4th ed."— Presentation transcript:

1 Reframing Organizations, 4th ed.

2 Chapter 3 Getting Organized

3 Getting Organized Structural Assumptions
Origins of the Structural Perspective Structural Forms and Functions Basic Structural Tensions Vertical Coordination - Authority - Rules and Policies - Planning and Control Systems Lateral Coordination McDonald’s and Harvard: A Structural Odd Couple Structural Imperatives

4 Structural Assumptions
Achieve established goals and objectives Increase efficiency and performance via specialization and division of labor Appropriate forms of coordination and control Organizations work best when rationality prevails Structure must align with circumstances Problems arise from structural deficiencies

5 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

6 Structural Forms and Functions
Blueprint for expectations and exchanges among internal and external players Design options are almost infinite Design needs to fit circumstances

7 Basic Structural Tensions
Differentiation: dividing work, division of labor Integration: coordinating efforts of different roles and units Criteria for differentiation: function, time, product, customer, place, process Suboptimization: units focus on local concerns, lose sight of big picture

8 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)

9 Lateral Coordination Meetings Task Forces Coordinating Roles
Matrix Structures Networks Strengths and Weaknesses of Lateral Strategies

10 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?

11 Structural Imperatives
Size and Age Core Process Environment Strategy and Goals Information Technology People: Nature of Workforce

12 Conclusion Structural frame – understanding the social architecture of work Structure is more than red tape and bureaucracy Bad structure wastes resources, frustrates individuals, and undermines effectiveness Good structure empowers individuals and units to work together and achieve goals Differentiation and integration as the central structural challenge: how do we divide the work, and how do we coordinate once we divide? Structure depends on situation Simpler more stable  simpler, more hierarchical and centralized structure Changing, turbulent environments  more complex, flexible structure

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