1. Chapter 9 Designing Adaptive Organizations
MGMT7
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2. 9-2 explain organizational authority
9-1 describe the departmentalization approach to organizational structure
9-2 explain organizational authority
9-3 discuss the different methods for job design
9-4 explain the methods that companies are using to redesign internal organizational processes (i.e., intraorganizational processes)
9-5 describe the methods that companies are using to redesign external organizational processes (i.e., interorganizational processes).
This chapter is concerned with how organizations are structured. The first order of business is to discuss the different ways that companies divide themselves into departments. We then move to discuss the second part of structure – authority, which is the right to give commands, take action and make decisions. Organizational structure is not only concerned with departments and authority, but also with how people do their jobs and how those jobs are designed. Thus, we next discuss the different methods that companies use to design jobs. This is followed by the last two sections, which discuss the methods that companies use to redesign their internal processes, and the methods that they use to redesign their external processes.
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3. Structure and Process Organizational structure Organizational process
Organizational structure is the vertical and horizontal configuration of departments, authority, and jobs within a company. Organizational structure is concerned with questions such as “Who reports to whom?” and “Who does what?” and “Where is the work done?” An organizational process is the collection of activities that transform inputs into outputs that customers value. Organizational process asks “How do things get done?”
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4. Organizational Structure
The vertical and horizontal configuration of departments, authority, and jobs within a company.
Is concerned with questions such as, ”Who reports to whom?” and “Who does what?” and “Where is the work done?”.

5. Thomson Reuters
This exhibit shows the organizational structure of Thomson Reuters, which has a number of divisions to handle different sectors of the company’s business, each headed by its own president or CEO.
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6. Organization Chart

9. Process View of Microsoft’s Organization
Microsoft uses basic internal and external processes, shown in Exhibit 9-2, to write computer software. The process starts when Microsoft gets feedback from customers through Internet newsgroups, , phone calls, or letters. This information helps Microsoft understand customers’ needs and problems and identify important software issues and needed changes and functions. Microsoft then rewrites the software, testing it internally at the company and then externally through its beta testing process, in which customers who volunteer or are selected by Microsoft give the company extensive feedback. The feedback is then used to make improvements to the software.
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10. Organizational Process
The collection of activities that transform inputs into outputs that customers value.
Organizational process asks: “How do things get done?”

11. Departmentalization 9-1 Functional Product Customer Geographic Matrix
Traditionally, organizational structures have been based on some form of departmentalization. Departmentalization is a method of subdividing work and workers into separate organizational units that take responsibility for completing particular tasks.
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12. Departmentalization Functional Departmentalization
Organizes work and workers into separate units responsible for particular business functions or areas of expertise. A common functional structure might have individuals organized into accounting, sales, marketing, production, and human resources department.

13. Functional Departmentalization
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14. Functional Departmentalization
Advantages
allows work done by highly qualified specialists
lowers costs by reducing duplication
makes communication and coordination easier
Disadvantages
cross-department coordination can be difficult
may lead to slower decision making
Functional departmentalization organizes work and workers into separate units responsible for particular business functions or areas of expertise. A common functional structure might have individuals organized into accounting, sales, marketing, production, and human resources departments.
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15. Departmentalization Product Departmentalization
Organizes work and workers into separate units responsible for producing particular products or services.

16. Customer departmentalization
Organizes work and workers into separate units responsible for particular kinds of customers.

17. Product Departmentalization: UTC
Exhibit 9-4 shows the product departmentalization structure used by United Technologies Corporation (UTC), which is organized along six different product lines: Carrier (heating, ventilating, and air-conditioning), Hamilton Sundstrand (aircraft electrical power generation and distribution systems), Otis (design, manufacture, installation, maintenance, and servicing of elevators and escalators), Pratt & Whitney (commercial and military jet aircraft engines), Sikorsky (military and commercial helicopters), and UTC Fire & Security (fire safety and security products and services).
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18. Product Departmentalization
Advantages
allows people to specialize in one area of expertise
makes it easier to assess performance
makes decision making faster
Disadvantages
duplication
coordination across different product departments
Product departmentalization organizes work and workers into separate units responsible for producing particular products or services.
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19. Customer Departmentalization: Swisscom AG
As Exhibit 9-5 shows, Swisscom AG, Switzerland’s leading telecommunications provider, is organized into departments by type of customer: residential customers (fixed line and voice, mobile and voice, broadband Internet, and digital TV); small- and medium-sized businesses (fixed line and voice, mobile line and voice, Internet and data services, and maintenance and operation of IT infrastructure); larger corporations (fixed line, voice and data, mobile line, voice and data, Internet and data services, and maintenance and operation of IT infrastructure); and network and IT customers (corporate communications, business development, finance and controlling, risk and quality management, human resources, IT outsourcing).
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20. Customer Departmentalization
Advantages
focuses organization on customer needs
allows companies to specialize products and services to customer needs
Disadvantages
duplication of resources
workers might please customers but hurt business
Customer departmentalization organizes work and workers into separate units responsible for particular kinds of customers.
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21. Departmentalization Geographic departmentalization
Organizes work and workers into separate units responsible for doing business in particular geographic areas.

22. Geographic Departmentalization
Coca-Cola Enterprises Territories of Operation
Geographic departmentalization organizes work and workers into separate units responsible for doing business in particular geographical areas.
Exhibit 9.6 shows the geographic departmentalization used by Coca-Cola Enterprises.

23. Geographic Departmentalization: AB InBev Company
As shown in Exhibit 9-6, AB InBev has six regional groups: North America, Latin America North, Latin America South, Western Europe, Central and Eastern Europe, and Asia Pacific. Each of these regions would be a sizable company by itself. The smallest region, Asia Pacific, for instance, sold 50.3 million hectoliters of beer for annual revenue of $292 million.
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24. Geographic Departmentalization
Advantages
helps companies respond to different markets
reduces costs by locating unique resources closer to customers
Disadvantages
duplication of resources
difficult to coordinate departments
Geographic departmentalization organizes work and workers into separate units responsible for doing business in particular geographic areas.
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25. Departmentalization Matrix Departmentalization
A hybrid structure in which two or more forms of departmentalization are used together.
The most common matrix combines the product and functional forms of departmentalization, but other forms might be used.

26. Matrix Departmentalization: Procter & Gamble
Exhibit 9-7 shows the matrix structure used by Procter & Gamble, which has 127,000 employees working in eighty different countries. Across the top of Exhibit 9-7, you can see that the company uses a product structure where it groups its billion-dollar brands into three global business units, each of which has two segments: beauty care (beauty and grooming), household care (baby care and family care plus fabric care and home care), and health and well-being (health care and snacks, coffee, and pet care). Global business units are responsible for product initiatives or upgrades, which are typically launched simultaneously with a worldwide marketing campaign. The left side of the figure, however, shows that the company is also using a functional structure based on three functions: market development, which makes sure that a product is adapted to and sells well within a particular region of the world (market development regions include North America, Asia/India/Australia, Northeast Asia, Greater China, Central-Eastern Europe/Middle East Africa, Western Europe, and Latin America); global business services, which enable the company to operate efficiently, work effectively with business partners, and increase employee productivity; and corporate functions, which provide global business units with the functional business assistance (i.e., finance, accounting, human resources, information technology, etc.) they need
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27. Matrix Departmentalization
Advantages
allows companies to efficiently manage large, complex tasks
gives much more diverse set of expertise and experience
Disadvantages
requires a high level of duplication
confusion and conflict between project bosses
requires much more management skill
A hybrid structure in which two or more forms of departmentalization are used together.
Because of these problems, many matrix structures evolve from a simple matrix, in which managers in different parts of the matrix negotiate conflicts and resources directly, to a complex matrix, in which specialized matrix managers and departments are added to the organizational structure. In a complex matrix, managers from different parts of the matrix might report to the same matrix manager, who helps them sort out conflicts and problems.
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28. Chain of Command Chain of command Unity of command 9-2
The vertical line of authority in an organization.
Clarifies who reports to whom.
Unity of command
Workers report to only one boss.
Matrix organizations violate this principle.
. The chain of command is the vertical line of authority that clarifies who reports to whom throughout the organization. People higher in the chain of command have the right, if they so choose, to give commands, take action, and make decisions concerning activities occurring anywhere below them in the chain. In the following discussion about delegation and decentralization, you will learn that managers don’t always choose to exercise their authority directly.
One of the key assumptions underlying the chain of command is unity of command, which means that workers should report to just one boss. In practical terms, this means that only one person can be in charge at a time. Matrix organizations, in which employees have two bosses (or two headquarters, as in the Unilever example discussed in the box on the facing page), automatically violate this principle. This is one of the primary reasons that matrix organizations are difficult to manage. Unity of command serves an important purpose: to prevent the confusion that might arise when an employee receives conflicting commands from two different bosses.
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29. Authority 9-2 Line authority Staff authority Line function
the right to command immediate subordinates in the chain of command
Staff authority
the right to advise but not command others
Line function
activity that contributes directly to creating or selling the company’s products
Staff function
does not contribute directly to creating or selling the company’s products, but instead supports line activities.`
A second dimension of authority is the distinction between line and staff authority.
Line authority is the right to command immediate subordinates in the chain of command. Staff authority is the right to advise but not command others who are not subordinates in the chain of command.
A line function is an activity that contributes directly to creating or selling the company’s products. So, for example, activities that take place within the manufacturing and marketing departments would be considered line functions. A staff function, such as accounting, human resources, or legal services, does not contribute directly to creating or selling the company’s products, but instead supports line activities.
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30. General Staff Command Staff General Staff Incident Commander
Public Information
Officer
Command Staff
Liaison
Officer
Safety
Officer
General Staff
Operations
Section
Planning
Section
Logistics
Section
Finance/Admin
Section

31. Delegation of Authority
The assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible.
Managers can exercise their authority directly by completing the tasks themselves, or they can choose to pass on some of their authority to subordinates. Delegation of authority is the assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible.

32. Delegation
Delegation of authority is the assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible.
When a manager delegates work, three transfers occur, as illustrated in Exhibit 9-8. First, the manager transfers full responsibility for the assignment to the subordinate. The second transfer that occurs with delegation is that the manager gives the subordinate full authority over the budget, resources, and personnel needed to do the job. To do the job effectively, subordinates must have the same tools and information at their disposal that managers had when they were responsible for the same task. In other words, for delegation to work, delegated authority must be commensurate with delegated responsibility. The third transfer that occurs with delegation is the transfer of accountability. The subordinate now has the authority and responsibility to do the job and in return is accountable for getting the job done. In other words, managers delegate their managerial authority and responsibility to subordinates in exchange for results. Exhibit 8.9 gives some tips on how to be an effective delegator.
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33. Authority Versus Power: Power
Unlike authority (two-dimensional), power is a three-dimensional concept: that is, it includes not only the functional and hierarchical dimensions, but also a third dimension called centrality or one’s distance from the center, the core of power.
The cone analogy above acknowledges two facts: (1) the higher one moves in an organization, the closer he or she is to the power core; and (2) even those without authority can wield power because one can move horizontally inward toward the power core without moving up.
This analogy asserts that power can be based on five sources: coercive, reward, legitimate, expert, and referent. These five sources are presented in the next slide.

34. How to be a More Effective Delegator
Trust your staff to be a good job
Avoid seeing perfection
Give effective job instructions
Know your true interests
Follow up on progress.
Praise the efforts of your staff.
Don’t wait to the last minute to delegate.
Ask questions, expect answers, assist employees.
Provide the resources you would provide if doing the assignment yourself.
Delegate to the lowest possible level.

35. Degree of Centralization
Centralization of authority
primary authority is held by upper management
Decentralization
significant authority is found in lower levels of the organization
Standardization
solving problems by applying rules, procedures, and processes
Centralization of authority is the location of most authority at the upper levels of the organization. In a centralized organization, managers make most decisions, even the relatively small ones. Decentralization is the location of a significant amount of authority in the lower levels of the organization. An organization is decentralized if it has a high degree of delegation at all levels. In a decentralized organization, workers closest to problems are authorized to make the decisions necessary to solve the problems on their own. Standardization is solving problems by consistently applying the same rules, procedures, and processes.
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36. Advantages of Decentralization
Develops employee capabilities
Faster decision making
More satisfied employees and customers
Better employee performance
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37. Job Design Specialized Jobs Job Rotation, Enlargement, Enrichment
Job Characteristics Model

38. Job Specialization 9-3 Job comprises a smaller part of a larger task
Jobs are simple, easy to learn
Low variety, high repetition
Can lead to low satisfaction, high absenteeism, and employee turnover
Job specialization occurs when a job is composed of a small part of a larger task or process. Specialized jobs are characterized by simple, easy-to-learn steps, low variety, and high repetition, like the McDonald’s drive-through window job just described. One of the clear disadvantages of specialized jobs is that, being so easy to learn, they quickly become boring. This, in turn, can lead to low job satisfaction and high absenteeism and employee turnover, all of which are very costly to organizations.
Companies use job specializations because the work is designed to be simple, wages can remain low since it isn’t necessary to pay high salaries to attract highly experienced, educated, or trained workers.
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39. Job Rotation, Enlargement, Enrichment
periodically moving workers from one specialized job to another.
Enlargement
increasing the number of tasks performed by a worker
Enrichment
adding more tasks and authority to an employee’s job
Because of the efficiency of specialized jobs, companies are often reluctant to eliminate them. Consequently, job redesign efforts have focused on modifying jobs to keep the benefits of specialized jobs while reducing their obvious costs and disadvantages. Three methods—job rotation, job enlargement, and job enrichment—have been used to try to improve specialized jobs.
Job rotation attempts to overcome the disadvantages of job specialization by periodically moving workers from one specialized job to another to give them more variety and the opportunity to use different skills. Job enlargement increases the number of different tasks that a worker performs within one particular job. Instead of being assigned just one task, workers with enlarged jobs are given several tasks to perform. Job enrichment attempts to overcome the deficiencies in specialized work by increasing the number of tasks and by giving workers the authority and control to make meaningful decisions about their work.
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40. Job Characteristics Model
A job redesign approach that seeks to increase employee motivation
Factors that increase internal motivation
experience work as meaningful
experience responsibility for work outcomes
knowledge of results
The central outcome of the JCM is internal motivation. Internal motivation is motivation that comes from the job itself rather than from outside rewards such as a raise or praise from the boss. If workers feel that performing the job well is itself rewarding, then the job has internal motivation.
First, workers must experience the work as meaningful, that is, they must view their job as being important. Second, they must experience responsibility for work outcomes—they must feel personally responsible for the work being done well. Third, workers must have knowledge of results, that is, know how well they are performing their jobs. All three critical psychological states must occur for work to be internally motivating.

41. Job Characteristics Model
In contrast to job rotation, job enlargement, and job enrichment, which focus on providing variety in job tasks, the job characteristics model (JCM) is an approach to job redesign that seeks to formulate jobs in ways that motivate workers and lead to positive work outcomes. As shown in the far right column of Exhibit 9-9, the primary goal of the model is to create jobs that result in positive personal and work outcomes such as internal work motivation, satisfaction with one’s job, and work effectiveness.
The central concern of the JCM is internal motivation. Internal motivation is motivation that comes from the job itself rather than from outside rewards such as a raise or praise from the boss. If workers feel that performing the job well is itself rewarding, then the job has internal motivation.
In Exhibit 9-9 you can see that the JCM specifies three critical psychological states that must occur for work to be internally motivating. First, workers must experience the work as meaningful; that is, they must view their job as being important. Second, they must experience responsibility for work outcomes—they must feel personally responsible for the work being done well. Third, workers must have knowledge of results; that is, they must know how well they are performing their jobs. All three critical psychological states must occur for work to be internally motivating.
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42. Core Job Characteristics
Skill variety
The number of different activities performed in a job.
Task identity
The degree to which a job, from beginning to end, requires completion of a whole and identifiable piece of work.
Task significance
The degree to which a job is perceived to have a substantial impact on others inside or outside the organization.
Autonomy
The degree to which a job gives workers the discretion, freedom and independence to decide how and when to accomplish the work.
Feedback
The amount of information the job provides to workers about their work performance.
Skill variety is the number of different activities performed in a job. Task identity is the degree to which a job, from beginning to end, requires completion of a whole and identifiable piece of work. Task significance is the degree to which a job is perceived to have a substantial impact on others inside or outside the organization. Autonomy is the degree to which a job gives workers the discretion, freedom, and independence to decide how and when to accomplish the work. Finally, feedback is the amount of information the job provides to workers about their work performance.
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43. To Increase Internal Motivation
Combine tasks
Form natural work units
Establish client relationships
Vertical loading
Open feedback channels
Combining tasks increases skill variety and task identity by joining separate, specialized tasks into larger work modules. Work can be formed into natural work units by arranging tasks according to logical or meaningful groups. Establishing client relationships increases skill variety, autonomy, and feedback by giving employees direct contact with clients and customers. In some companies, truck drivers are expected to establish business relationships with their regular customers. When something goes wrong with a shipment, customers are told to call drivers directly. Vertical loading means pushing some managerial authority down to workers, which means giving them the same authority as managers to resolve customer problems. The last job redesign technique offered by the model, opening feedback channels, means finding additional ways to give employees direct, frequent feedback about their job performance.
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44. Job Characteristics Model
As shown in Exhibit 9.9, the primary goal of the job characteristics model is to create jobs that result in positive personal and work outcomes such as internal work motivation, satisfaction with one’s job, and work effectiveness. The central concern is internal motivation.

45. Intraorganizational Processes
The collection of activities that take place within an organization to transform inputs into outputs that customers value.
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46. Designing Organizational Processes
Mechanistic organization
Characterized by specialized job and responsibilities; precisely defined unchanging roles, and a rigid chain of command based on centralized authority and vertical communication.
Organic organization
Characterized by broadly defined jobs and responsibility; loosely defined, frequently changing roles, and decentralized authority and horizontal communication.

47. Reengineering
“the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed.”
The first key word to reengineering is fundamental. When reengineering organizational designs, managers must ask themselves, “Why do we do what we do?” and “Why do we do it the way we do?” The usual answer is “Because that’s the way we’ve always done it.” The second key word is radical. Reengineering is about significant change, about starting over by throwing out the old ways of getting work done. The third key word is processes. Hammer and Champy noted that “most business people are not process oriented; they are focused on tasks, on jobs, on people, on structures, but not on processes.” The fourth key word is dramatic. Reengineering is about achieving quantum improvements in company performance. Reengineering changes an organization’s orientation from vertical to horizontal. Instead of taking orders from upper management, lower- and middle-level managers and workers take orders from a customer who is at the beginning and end of each process. Instead of running independent functional departments, managers and workers in different departments take ownership of cross-functional processes. Instead of simplifying work so that it becomes increasingly specialized, reengineering complicates work by giving workers increased autonomy and responsibility for complete processes.
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48. Reengineering Managers must ask themselves
Why do we do what we do?
Why do we do it the way we do?
Reengineering changes work by changing task interdependence, the extent to which collective action is required to complete an entire piece of work.

49. Task Interdependence Pooled Sequential Reciprocal
Each job or department independently contributes to the whole.
Sequential
One group’s or job’s output becomes the inputs for the next group or job.
Reciprocal
Different jobs or groups work together in a back-and-forth manner to complete the process.

50. Reengineering and Task Interdependence
Reengineering changes work by changing task interdependence. Depicted are the three kinds of task interdependence.
In pooled interdependence, each job or department independently contributes to the whole.
In sequential interdependence, work must be performed in succession, as one group’s outputs become the inputs for the next group or job.
In reciprocal interdependence, different jobs or groups work together in a back-and-forth manner to complete the process.

51. Reengineering and Task Interdependence
Reengineering is about achieving quantum improvements in company performance.
Reengineering changes an organization’s orientation from vertical to horizontal.
Instead of taking orders from upper management, lower- and middle-level managers and workers take orders from a customer who is at the beginning and end of each process. Instead of running independent functional departments, managers and workers in different departments take ownership of cross-functional processes.
Instead of simplifying work so that it becomes increasingly specialized, reengineering complicates work by giving workers increased autonomy and responsibility for complete processes.

52. Relationships Among Interdependence and Other Characteristics of Team Play
Baseball
Football
Basketball
Interdependence:
Pooled
Sequential
Reciprocal
Physical dispersion of players:
High
Medium
Low
Coordination:
Rules that govern the sport
Game plan and position roles
Mutual adjustment and shared responsibility
Key management job:
Select players and develop their skills
Prepare and execute game
Influence flow of game
Source: Based on William Passmore, Carol E. Francis, and Jeffrey
Halderman, “Sociotechnical Systems: A North American Reflection
On the Empirical Studies of the 70’s,” Human Relations 35 (1982):

53. Empowerment Empowering workers Empowerment 9-4
permanently passing decision-making authority and responsibility from managers to workers.
Empowerment
a feeling of intrinsic motivation, in which workers perceive their work to have meaning and perceive themselves to be competent, having an impact, and capable of self-determination
Empowering workers means permanently passing decision-making authority and responsibility from managers to workers. For workers to be fully empowered, companies must give them the information and resources they need to make and carry out good decisions and then reward them for taking individual initiative. Empowerment is a feeling of intrinsic motivation, in which workers perceive their work to have meaning and perceive themselves to be competent, having an impact, and capable of self-determination
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54. Interorganizational Processes
A collection of activities that occur among companies to transform inputs into outputs that customers value.
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55. Modular Organization 9-5
Except for the core business activities that they can perform better, faster, and cheaper than others, modular organizations outsource all remaining business activities to outside companies, suppliers, specialists, or consultants. The term modular is used because the business activities purchased from outside companies can be added and dropped as needed, much like adding pieces to a three-dimensional puzzle.
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56. Modular Organizations
Modular organizations outsource all remaining business activities to outside companies, suppliers, specialists, or consultants.
Advantages
reduced costs
Disadvantages
loss of control
noncore business activities that are outsourced may become a source of competitive advantage
suppliers to whom work is outsourced can become competitors
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57. Virtual Organizations
In contrast to modular organizations in which the interorganizational process revolves around a central company, a virtual organization is part of a network in which many companies share skills, costs, capabilities, markets, and customers with each other.
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58. Virtual Organizations
A virtual organization is part of a network in which many companies share skills, costs, capabilities, markets, and customers with each other.
Advantages
shared costs
fast and flexible
Disadvantages
difficult to control quality of work done by partners
requires tremendous managerial skills
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59. Modern Shed
1. Describe how Modern Shed functions as a modular organization. 2. What are the advantages and disadvantages of Modern Shed’s organizational structure?
Modern Shed, based in Seattle, builds paneled dwellings for use as studio spaces, home offices, pool houses, project sheds, guesthouses, and more. Like the sheds, the company is built to be adaptive, scalable, and suited to the needs of the environment. Modern Shed counts only 12 to 14 full time employees. But at times, its output rivals that of a large builder, thanks to collaboration with outside sales reps and a dealer network comprised of 35 independent contractors. According to Smith, the logical process of building sheds from smaller scale structures to larger ones is a metaphor for how modern organizations should be built. “You can use the analogy for organizations and people as well as structures,” Smith states. “If you go too big you don’t understand it; you have to start small.”
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