Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
91
Benefits
Excellent customer service
Increase profitability
Reduce operating cost
Improved efficiency
For managing & growing business.
Integrates people with core business , process ,
technology & system
92
93
94
Functional structure
Departmentalization by function
Operations, finance, marketing, human resources, and
product research and development
Divisional structure
95
96
Advantages:
Disadvantages:
Matrix-Project Structure
What it is:
Advantages:
Disadvantages:
97
Advantages:
Disadvantages:
98
The entire organization is made up of work groups or selfmanaged teams of empowered employees.
99
910
911
Work specialization
Departmentalization
Chain of command
Span of control
Centralization and decentralization
Formalization
912
913
Approaches to Organisational
Design
Functional Structure
Divisional Structure
Matrix Structure
Team Structure
Network Structure
914
07/26/15
Functional structure
15
07/26/15
Functional structure
Advantages
Specialization each department focuses on its own
work
Accountability someone is responsible for the section
Clarity know your and others roles
Learning- from one another
16
07/26/15
Functional structure
Disadvantages
Closed communication could lead to lack
of focus.
Departments can become resistant
to change.
Coordination .
Customer problem.
17
07/26/15
Multidivisional Structure.
Consumer Products Company.
CEO
Corporate
Managers
Divisional
Managers
Senior VP
Senior VP
Senior VP
Senior VP
Marketing
Finance
Materials
Research and
Management
Development
Division A
Division B
Division C
Division D
Support functions
Support functions
Support functions
Support functions
Functional
Managers
4-21
18
07/26/15
ADVANTAGES
Increased Organizational Effectiveness.
Increased control.
Profitable growth.
Internal Labour Market.
19
07/26/15
DISADVANTAGES
Managing the Corporate- Divisional relationship.
Coordination problems between divisions.
Transfer pricing.
Bureaucratic costs.
Communication Problems.
20
CEO
Matrix Structure
07/26/15
Vice President Vice President Vice President Vice President Vice President
Sales and
Finance
Research and Purchasing
Engineering
Marketing
Development
Product A
Manager
Product B
Manager
Product Team
Product C
Manager
Product D
Manager
Two-boss employee
21
07/26/15
Advantages of a Matrix
Structure
1. Uses cross-functional teams.
2. Better communication between functional
specialists, opportunity for learning, progress,
innovation.
3. Enables organization to maximize its use of skilled
professionals, who move from product to product
as needed.
4. The dual functional and product focus promotes
concern for both cost and quality.
22
07/26/15
Disadvantages of a Matrix
Structure
1. Lacks the advantages of bureaucratic structure
role ambiguity, role conflict
2. Conflict between function and product teams
over the use of resources, power.
3. Lack of coordination, stress, uncertainty.
4. Over a time, people experience a vacuum of
authority and responsibility.
23
Network Structure
A recent innovation in organizational
architecture is the use of network structures.
A network structure is a cluster of different
organizations whose actions are
coordinated by contracts and agreements
rather than through a formal hierarchy.
07/26/15
24
Network Structure
Network structures often
result from outsourcing.
Outsourcing is the process of moving
activities that were previously performed
inside the organization to the outside
(where they are done by other companies).
07/26/15
25
07/26/15
Advantages of Network
Structure
1. Organization can find a network partner
reduction in production cost.
2. Avoids the high bureaucratic costs of operating
a complex organizational structure.
3. Organization acts in organic way.
4. Organization can gain access to low cost
foreign sources of inputs and functional
expertise.
26
07/26/15
Disadvantages of Network
Structure
1. Outsourcing ??
2. Coordination problem- different companies
perform different parts of the work.
3. Trust among groups, Trust that outsourcing will
not leak confidential information of company to
its competitors.
27
928
Organizational Structure
Work Specialization
The degree to which tasks in the organization are
divided into separate jobs with each step completed
by a different person.
Overspecialization can result in human diseconomies
from boredom, fatigue, stress, poor quality, increased
absenteeism, and higher turnover.
929
Departmentalization by Type
Functional
Grouping jobs by
functions performed
Product
Grouping jobs by product
line
Geographical
Process
Grouping jobs on the
basis of product or
customer flow
Customer
Grouping jobs by type of
customer and needs
930
931
Responsibility
The obligation or expectation to perform.
Unity of Command
The concept that a person should have one boss and
should report only to that person.
932
933
934
Decentralization
Organizations in which decision making is pushed
down to the managers who are closest to the action.
Employee Empowerment
Increasing the decision-making authority (power) of
employees.
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
935
More Centralization
Environment is stable.
Lower-level managers are not as capable or experienced at
making decisions as upper-level managers.
Lower-level managers do not want to have a say in decisions.
Decisions are relatively minor.
Organization is facing a crisis or the risk of company failure.
Company is large.
Effective implementation of company strategies depends on
managers retaining say over what happens.
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
936
More Decentralization
Environment is complex, uncertain.
Lower-level managers are capable and experienced at making
decisions.
Lower-level managers want a voice in decisions.
Decisions are significant.
Corporate culture is open to allowing managers to have a say in
what happens.
Company is geographically dispersed.
Effective implementation of company strategies depends on
managers having involvement and flexibility to make decisions.
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
937
High specialization
Cross-functional teams
Rigid departmentalization
Cross-hierarchical teams
Centralization
Decentralization
High formalization
Low formalization
938
Network Organization
A small core organization that outsources its major
business functions (e.g., manufacturing) in order to
concentrate on what it does best.
Modular Organization
A manufacturing organization that uses outside suppliers to
provide product components for its final assembly
operations.
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
939
940