1. 12 Chapter Organization Size and Life Cycle ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Understanding the Theory & Design of Organizations Eleventh Edition Richard L. Daft

2. Purpose of this chapter 2 ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Organizational size is matter, Large vs. Small organization, which one is better Explore what is called an organization’s life cycle The structural characteristics at each stage of the cycle Prerequisite: Please image: organization is creature Every creature has its own population

3. Differences Between Large and Small Organizations 3 ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

4. Is bigger better? 4 ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Why organization is getting bigger and bigger? industry characteristics, ex. network effect, referring to effect that one user of a good or service has on the value of that product to other people. When network effect is present, the value of a product or service is dependent on the number of others using it. stakeholder requirements, such as shareholder, customer, and etc. Founder and/or CEO commitment, ex wanna be rich getting hierarchy in order to deal with complex tasks

5. Organization Size: Is Bigger Better? Pressures for Growth – Companies in all industries strive for growth to acquire the size and resources needed to compete globally – Size enables companies to take risks 5 ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Dilemmas of Large Size – Large organizations are able to get back to business more quickly following a disaster – Large companies are standardized, mechanistic, and complex – Small companies are flexible and can be responsive – Many companies aim to have a big company/small- company hybrid

6. Organization Size: Is Bigger Better? Mergers and Acquisitions strategy – Some organizations tend to use this strategy in order to grow up speedily – It is a general term used to the consolidation of companies. – A merger is a combination of two companies to form a new company while an acquisition is the purchase of one company by another in which no new company is formed. 6 ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

7. Five Famous Mergers and Acquisitions Gone Wrong 7 ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

8. Stage of Life Cycle Development Growth is not easy. Each time an organization enters a new stage in the life cycle. It enters a whole new ball game with a new set of rules for how the organization functions internally. How the new functions relates to the external environment. 8

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12. Entrepreneurial Stage The emphasis is to create a product or service and survive in the marketplace. Someone who exercises initiative by organizing a venture to take benefit of an opportunity and, as the decision maker, decides what, how, and how much of good or service will be produced. Creativity is essential. Need for leadership/control 12

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14. Collectivity Stage Organization begins to develop clear goals and direction. Departments are established along with a hierarchy of authority, job assignments, and a beginning division of labor. Communication and control are mostly informal, although a few formal systems begin to appear. Provision of clear direction is essential Need for delegation. Organization needs to find mechanisms to control and coordinate department without direct supervision from the top. 14

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16. Formalization Stage The installation and use of rules, procedures, and control systems. Establishing coordination and control systems enable the organization to continue growing up. Standardize the administrative process and internal systems. Too much red tape, the collection of forms and procedures required to gain bureaucratic approval for something, especially when oppressively complex and time-consuming. Getting restricted, bureaucratized (administrative policy-making group). 16

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18. Elaboration Stage Developing skills for confronting problems and working together because bureaucracy may have reached its limit. Development of teamwork is essential. Inertia: resistance to motion, action, or change. Need for revitalization. 18

19. Organization Characteristics During Four Stages of Life Cycle ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

20. What is Bureaucracy? Weber defined bureaucracy as a threat to liberty Bureaucracy includes: – Rules and standard procedures – Clear tasks and specialization – Hierarchy of authority – Technical competence Bureaucracy is the most efficient system for organizing Bureaucratic organization: it was originally intended to have a hierarchical or pyramidal structure to help achieve the most rational and efficient operation at the lowest cost hierarchicalstructureachieve rationaloperationcost 20 ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

21. 21 Weber’s Dimensions of Bureaucracy and Bases of Organizational Authority ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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23. Organization size influences structural design and methods of control. The critical difference between large and small organization in formalization, centralization, and personnel ratios. 23 Size and Structural Control

24. refers to rules, procedures, and written documentation, such as policy manuals and job descriptions, prescribing the rights and duties of employees Large firms are far more formalized. Top managers can use personal observation to control a small organization. 24 Size and Structural Control-Formalization

25. refers to the level of hierarchy with authority to make decisions. Centralized one tend to make decisions at the top level while decentralized one makes decisions at the lower level. Human beings are bounded rationality. 25 Size and Structural Control-Centralization

26. The ratio for administrative (trained secretaries or administrative assistants), clerical (entry-level workers), and professional support staff. The ratio of top administration to total employees is smaller in large firm. Clerical and and professional support tend to increase in proportion to firm size. 26 Size and Structural Control- Personnel Ratios

27. Percentage of Personnel Allocated to Administrative and Support Activities ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

28. Bureaucracy in a Changing World Bureaucracy worked for the industrial age Began around 1970. The replacement of hand tools with power-driven machines, such as steam engines. Nowadays is post-industrial age, a period in the development of an economy in which the relative importance of manufacturing lessons of service, information, and research grows. The system no longer works for today’s challenges, such as low-cost, dynamic consumer’s expectation, and so forth. Organizations face new challenges and need to respond quickly 28 ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

29. Bureaucracy in a Changing World Over-bureaucratization is evident in the inefficiencies of large U.S. government organizations Narrowly defined jobs and rules limit creativity, flexibility, and rapid response Some organizations are using temporary structures for emergencies or crisis situations Temporary structure can be employed to aid the construction of larger projects, but they might also be end projects in themselves. 29 ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

30. Approaches to Busting Bureaucracy Keep the firm structure flat, keeping headquarters staff small, giving lower-level workers greeter freedom. Increasing professionalism of employees, referring to the length of formal training and experience of employees. However, in Taiwan, firms tend to replace full-time employees with temporary workers in order to save cost. 30 ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

31. The use of rules, policies, hierarchy of authority, written documentation, standardization, and other bureaucratic mechanisms to standardize behavior and assess performance. 31 Three Organizational Control Strategies-Bureaucratic

32. It occurs when price competition is used to evaluate the output and productivity of an organization or its major departments and divisions. Market control requires that outputs be sufficiently explicit for a price to be assigned and that competition exist. Without competition, the price does not accurately reflect internal efficiency. 32 Three Organizational Control Strategies-Markets

33. The use of social characteristics, such as shared values, commitment, traditions, and beliefs, to control behavior. It is important when environmental ambiguity and uncertainty are high. 33 Three Organizational Control Strategies-Clans

34. Establishing high-performing collaboration Davis, J.P., & Eisenhardt, K.M. 2011. Cooperative, inter-organizational relationships which rely on neither market nor hierarchical mechanisms of control to ensure cooperation and coordination and, instead, are negotiated in ongoing, communicative processes” (Lotia & Hardy, 2008: 366). It can be viewed as professional association (DiMaggio & Powell, 1983). 34

35. Establishing high-performing collaboration High-performing collaboration involves dynamic organizational processes associated with partners’ leadership roles that solve critical innovation problems related to recombination across boundaries. 35

36. Rather than dominant and consensus leadership, rotating leadership processes can associate with more innovation. altering decision control that accesses the complementary capabilities of both partner organization. 36 Establishing high-performing collaboration

37. zig-zagging objectives that engender deep and broad search for potential innovations. 37 Establishing high-performing collaboration Fluctuating network cascades that mobilize different participants who bring variable inputs to recombination.

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39. Organizational Decline and Downsizing The decrease of an organization’s resources over time is caused by: – Organizational recession – Vulnerability – Environmental decline or competition Downsizing refers to intentionally reducing the size of a company’s workforce 39 ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

40. 40 Stages of Decline and the Widening Performance Gap ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

41. 41 Stages of Decline and the Widening Performance Gap ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. require the organization to tighten up. require the organization to tighten up. Denial occurs despite signs of deteriorating performance managers fail to adjust the organization to the declining spiral may face chaos, sharp changes, anger, jolts. there is nothing you can do better there is nothing you can do better

42. 42 Easing Downsizing Tension 1)Search for alternatives 2)Communicate more, not less 3)Provide assistance to displaced workers 4)Help the survivors thrive 1)Search for alternatives 2)Communicate more, not less 3)Provide assistance to displaced workers 4)Help the survivors thrive ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Otherwise, downsizing may cause turnover rate of survivors

43. Design Essentials ✓ Organizations experience pressures to grow ✓ Organizations evolve through stages of the life-cycle ✓ Larger organizations usually adopt bureaucratic characteristics ✓ All organizations require systems for control ✓ Many organizations experience decline 43 ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.