Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Rational Systems
Formalized planning
Translation of plans into specific objectives
Formalization of structure
Natural Systems
Closed Systems
No change of system
Open Systems
Natural
Rational
Examples
Schools
Prisons
Franchises
Boarding schools
Police Departments
Military schools
Social clubs
Hmmmmm?
Universities
Corporations
Governments
Open
Closed
Network Design
Environmental
Forces
Multinational Design
Simple,
Stable
Matrix Design
Product Design
Place Design
Functional Design
Simple
Technological Forces
Chapter 16: Organization
Complex
7
Division of labor
informal communication
formal hierarchy
standardization
Span of Control
other coordinating
mechanisms exist
people do similar tasks
tasks are routine
Organic
High formalization
Low formalization
High centralization
Low centralization
Hierarchy of authority
Centralization
Division of labor
Rules
Procedures
Impersonality
Chain of command
Unity of command
Span of control
Chapter 16: Organization
11
President
New
Products
Manufacturing
Planning
Finance
Functions
Forging
Assembly
Quality
Control
Shipping
Processes
Source: Adapted from Callaway Golf 1996 Annual Report. Carlsbad, Calif., 1997.
12
Clear identification of
responsibilities.
Specialized staff
departments enable
firm to deal more
effectively with
environmental
complexity and
dynamism.
13
Lower costs.
14
United Technologies
CEO
Pratt &
Whitney
* Jet engines
* Rocket
engines
* Industrial
gas
turbines
Carrier
Otis
* Heating
& air
conditioning
* Building
controls
* Refrigeration
equipment
* Elevators
* Escalators
* Moving
walks
UT Automotive
Flight
Systems
* Automotive
electrical
systems
* Electric
motors
* Automotive
interior &
exterior trim
* Helicopters
* Propellers
* Space life
support
systems
Source: http://www.utc.com/Annual98/glance.htm.
15
16
17
Manager,
Personnel
Quality Control
Engineer for
Product Line A
Manager,
Product Line A*
Manager,
Production
Quality Control
Engineer for
Product Line B
Manager,
Product Line B*
Manager,
Finance and
Accounting
Quality Control
Engineer for
Product Line C
Manager,
Product Line C*
* These product managers also have full responsibility for the marketing activities associated with their own product lines.
18
Enables employees to be
highly responsive to dual
concerns.
Makes specialized
knowledge available to all
projects.
Demands substantial
managerial resources
while employees learn to
operate in the new
organization.
Learning may be a
lengthy process because
of required attitude
changes.
Special training
programs may be
needed.
Chapter 16: Organization
19
20
Distinctive competence
Responsibility
Goal setting
Communication
Information technology
Organizational culture
Balanced view
21
Network Organizational
Structure
Product
Development
Firm
(France)
Customer
Service
Firm
(U.S.A.)
Marketing
Firm
(U.K.)
Core
Firm
(U.S.A.)
Production
Firm
(China)
Accounting
Firm
(U.S.A.)