1. Managing Organizational Design
Mgmt 371 Chapter Twelve
Managing Organizational Design
Much of the slide content was created by Dr, Charlie Cook, Houghton Mifflin, Co.©

2. The Nature of Organization Design
The overall set of structural elements and the relationships among those elements used to manage the total organization.
A means to implement strategies and plans to achieve organizational goals.
Organization Design Concepts
Organizations are not designed and then left intact.
Organizations are in a continuous state of change.
Designs for larger organizations are extremely complex and have many nuances and variations.

3. Universal Perspectives on Organization Design
Bureaucratic Model (Max Weber)
A logical, rational, and efficient organization design based on a legitimate and formal system of authority.
Modeled on Helmuth von Moltke's development of the General Staff.

4. Universal Perspectives on Organization Design
Bureaucratic Model (Max Weber)
Characteristics
A division of labor with each position filled by an expert.
A consistent set of rules that ensure uniformity in task performance.
A hierarchy of positions which creates a chain of command.
Impersonal management; with the appropriate social distance between superiors and subordinates.
Employment and advancement is based on technical expertise, and employees are protected from arbitrary dismissal.

5. Bureaucratic Model Advantages
Efficiency in function due to well-defined practices and procedures.
Organizational rules prevent favoritism.
Recognition of and requirement for expertise stresses the value of an organization’s employees.

6. Bureaucratic Model Disadvantages
Organizational inflexibility and rigidity due to rules and procedures.
Neglects the social and human processes within the organization.
Belief in “one best way” to design an organization does not apply to all organizations and their environments.

7. Rensis Likert: System 1 and System 4 Organizations

8. Situational Influences on Organization Design
Core Technology
Is the conversion processes used to transform inputs into outputs.
Is an organization’s most important technology.
Joan Woodward
Initially sought a correlation between organization size and design; instead, she found a potential relationship between technology and design:
As the complexity of technology increases, so do the number of levels of management.

9. Situational Influences on Organization Design (Woodward)
Woodward’s Basic Forms of Technology
Unit or small-batch technology
Produces custom-made products to customer specifications, or else produces in small quantities, similar to Likert’s System 4 organization and organic organizations.
Large batch/mass production
Uses assembly-line production methods to manufacture large quantities of products; resembles Likert’s System 1 and mechanistic organizations.
Continuous process
Uses continuous-flow processes to convert raw materials by process or machine into finished products; resembles Likert’s System 4 and organic organizations.

10. Situational Influences on Organization Design (Burns & Stalker)
Burns and Stalker
Forms of the organizational environment
Stable environments that remain constant over time.
Unstable environments subject to uncertainty and rapid change.
Organization Designs
Mechanistic organizations that are similar to bureaucratic or System 1 models and ; found most frequently in stable environments.
Organic organizations that are flexible and informal models; usually found in unstable and unpredictable environments.

11. Situational Influences on Organization Design (Lawrence & Lorsch)
Lawrence and Lorsch
Differentiation
The extent to which the organization is broken down into subunits.
Integration
The degree to which the various subunits must work together in a coordinated fashion.

12. Situational Influences on Organization Design (cont’d)
Organizational Size
Defined as the total number of full-time or full-time equivalent employees
Research findings:
Small firms tend to focus on their core technology.
Large firms have more job specialization, standard operating procedures, more rules and regulations, and are more decentralized.
Organizational Life Cycle
A progression through which organizations evolve as they grow and mature—birth, youth, midlife, maturity and decline.

13. The Organizational Life Cycle
Birth
Youth
Maturity
Decline 13 13

14. Strategy and Organization Design
Structure follows strategy.
Corporate-Level Strategy
Single-product strategy
Related or unrelated diversification
Portfolio approach to managing strategic business units

15. Strategy and Organization Design (cont’d)
Business-Level Strategy
Defender
Prospecting
Analyzer
Generic Competitive Strategies
Differentiation
Cost leadership
Focus

16. Strategy and Organization Design (cont’d)
Organizational Functions
Major functions of the organization influence an organization’s design.

17. Basic Forms of Organization Design (Functional Design)
Functional or U-form (Unitary) Design
Organizational members and units are grouped into functional departments such as marketing and production.
Coordination is required across all departments.
Design approach resembles functional departmentalization in its advantages and disadvantages.

18. Functional Design for a Small Manufacturing Company

19. Basic Forms of Organization Design (Holding Design)
Conglomerate or H-form (Holding) Design
Organization consists of a set of unrelated businesses with a general manager for each business.
Holding-company design is similar to product departmentalization.
Coordination is based on the allocation of resources across companies in the portfolio.
Design has produced only average to weak financial performance; has been abandoned for other approaches.

20. Conglomerate (H-form) Design at Samsung

21. Basic Forms of Organization Design (Divisional Design)
Divisional or M-form (Multidivisional) Design
Multiple businesses in related areas operating within a larger organizational framework.
Results from a strategy of related diversification.
Some activities are decentralized down to the divisional level; others are centralized at the corporate level.
M-form design advantages are the opportunities for coordination and sharing of resources.
Successful M-form organizations can out perform U-form and H-form organizations.

22. Multidivisional (M-form) Design at Limited Brands

23. Basic Forms of Organization Design (Matrix Design)
Two overlapping bases of departmentalization:
A set of product groups or temporary departments are superimposed across the functional departments.
Employees in the matrix belong to their departments and the project team:
A multiple command structure in which an employee reports to both departmental and project managers.
A matrix design is useful when:
There is strong environmental pressure.
There are large amounts of information to be processed.
There is pressure for shared resources.

24. Basic Forms of Organization Design (Matrix Design)
Matrix Design Advantages
Enhances organizational flexibility.
Creates high motivation and increased organizational commitment for team members.
Gives team members opportunity to learn new skills.
Provides an efficient way for the organization to use its human resources.
Uses team members as bridges to their departments for the team.
Useful as a vehicle for decentralization.

25. Basic Forms of Organization Design (Matrix Design)
Matrix Design Disadvantages
Employees are uncertain about reporting relationships.
Managers may view design as an anarchy in which they have unlimited freedom.
The dynamics of group behavior may lead to slower decision making, one-person domination, compromise decisions, or a loss of focus.
More time may be required for coordinating task-related activities.

26. A Matrix Organization

27. Basic Forms of Organization Design (Hybrid Designs)
Based on two or more common forms of organization design—may have a mixture of related divisions and a single unrelated division.
Most organizations use a modified form of organization design that permits them to have sufficient flexibility to make adjustments for strategic purposes.

28. Emerging Issues in Organization Design
The Team Organization
Relies almost exclusively on project-type teams, with little or no underlying functional hierarchy.
The Virtual Organization
Has little or no format structure with few permanent employees, leased facilities, and outsourced basic support services.
May conduct its business entirely on-line and exists only to meet for a specific and present need.

29. Emerging Issues in Organization Design
The Learning Organization (Peter Senge)
Works to facilitate the lifelong learning and development of its employees while transforming itself to respond to changing demands and needs.
According to Peter Senge, the basic rationale for such organizations is that in situations of rapid change only those that are flexible, adaptive and productive will excel.

30. Issues in International Organization Design
The trend toward internationalization of business
How to design a firm to deal most effectively with international forces and to compete in global markets:
Create an international division?
Establish an international operating group?
Make international operations an autonomous subunit?

31. Common Organization Designs for International Organizations