Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Organization Structure
Why Have a Structure?
All businesses have to organise
what they do
3-3
Structure Follows Strategy
(Alfred Chandler, Jr., Harvard Professor, 1918-2007)
The CEO will often have a position on the board, and in some cases is even the chair .
Directors
An appointed or elected member of the board of directors of a company who, with other directors,
has the responsibility for determining and implementing the companys policy. The director
usually reports directly to a vice president or to the CEO directly in order to let them know the
progress of the organisation. Large organizations also sometimes have assistant directors or
deputy directors.
Middle Managers
Middle management is the intermediate management of a
hierarchical organization that is subordinate to the
executive management and responsible for at least two lower levels of
junior staff.
Middle managers deal with goal setting and department-level decision-
making
Supervisor
A supervisor, foreman, foreperson, boss, overseer, cell coach, facilitator,
or area coordinator is a manager in a position of trust in business.
An employee is a supervisor if he has the power and authority to do the following
actions :
Give instructions and/or orders to subordinates.
Be held responsible for the work and actions of other employees.
Line workers
A line of factory workers and equipment along which a product being assembled
passes consecutively from operation to operation until completed. Note:
Assembly lines are found in many industries but are particularly associated with
automobile manufacturing.
Identify : Hierarchical Levels
Identify : Hierarchical Levels
A Simple Organization Chart
CEO
3-14
Organization Design Alternatives
Reporting Relationships
--Reporting relationships, often called the chain
of command, are represented by vertical lines
on an organization chart.
--The definition of departments and the drawing
of reporting relationships defines how
employees are to be grouped into
departments.
3-16
Organization Design Alternatives
Span of control is simply the number of staff that report to a manager. Some
companies also have an ideal span of control, which is the number of reports
they feel a manager can effectively manage. In this case, if a manager has fewer
reports than the ideal, they may feel he or she is not being effectively used,
while if he or she is handling more they may feel that the manager is over-
stretched and the reports will not receive enough direction.
Centralization & Decentralization
Vertical Organization
Designed for Efficiency
Teams: Like a task force only permanent. Often used when there is
a continuing need for coordination across functional areas.
Ways to Structure a Business
By function: arranging the business according
to what each section
or department does
STRENGTHS WEAKNESSES
Allows economies of scale. Has slow response time to
Enables in-depth skill development environmental changes *
Enables organizations to Top management may have
accomplish functional goals decision overload
Is best in small to medium-size Leads to poor horizontal
organizations coordination
Is best when only one or a few Results in less innovation
products Restricted view of organizational
goals
* Most companies with functional structures make heavy use of horizontal
linkages for cross-functional coordination in order to be more adaptable.
Functional Structure
Advantages Disadvantages
Specialisation each Closed communication
department focuses on could lead to lack
of focus
its own work
Departments can
Accountability become resistant
someone is responsible to change
for the section Coordination
Clarity know your and may take too long
others roles Gap between top and
bottom
Divisional / Product Structure
President
Product Product
Group #1 Group #2
STRENGTHS WEAKNESSES
Suited to fast change in unstable Prevents economies of scale
environments Leads to poor coordination across
Product responsibility is clear product lines
High cross-functional coordination Eliminates in-depth technical
Allows unit adaptation to regional specialization
situations Hard to integrate or standardize
Decentralizes decision making across product lines
Includes groupings by customer type, product type and/or service type.
Reorganization from Functional
Structure to Divisional Structure at Info-
Tech
Functional Info-Tech
Structure President
Divisional In fo -T e c h
Structure P r e s id e n t
E le c t r o n ic O ff ic e V ir t u a l
P u b lis h in g A u t o m a t io n R e a lit y
3-38
An Example of Organisation
by Product/Activity
Hewlett Packard
Functional Info-Tech
Structure President
Divisional Info-Tech
Structure President
R&D Mfg Acctg Mktg R&D Mfg Acctg Mktg R&D Mfg Acctg Mktg
Organisation by Area
Hewlett-Packards Headquarters
Worldwide
Hewlett Packard
Conflictlocal
Serve between
needslocal
better
and central management
Positive competition
Duplication of resources and functions
More effective communication between firm and local
customers
Geographic Structure
President
STRENGTHS WEAKNESSES
Suited to fast change in unstable Prevents economies of scale
environments Leads to poor coordination across
Customer responsibility is clear customer / geographic lines
High cross-functional coordination Eliminates in-depth technical
within geographic or area specialization
Allows unit adaptation to regional Hard to integrate or standardize
situations across geographic or customer lines
Decentralizes decision making
Latin
America/ Japan
Caribbean
Sales Asia
Service and
Marketing
to Regions
Source: www.apple.com
3-45
Other Organisational
Structures
By Customer:
Similar effects to structuring
by product
By Process:
Similar to structuring by function
Matrix Organization
Showing the dual authority relationships
President
Product
Manager A
Product
Manager B
Product
Manager C
Product
Manager D
STRENGTHS WEAKNESSES
Achieves coordination Causes participants to experience dual
necessary to meet dual authority, which can be frustrating and
demands from customers confusing
Requires participants to have good
Flexible sharing of human interpersonal skills and extensive
resources across products training
Is time consuming; involves frequent
Suited to complex decisions meetings and conflict resolution
and frequent changes in sessions
unstable environment Will not work unless participants
understand it and adopt collegial rather
Provides opportunity for both than vertical-type relationships
functional and product skill Requires great effort to maintain power
development balance between two sources of line
authority.
Best in medium-sized
organizations with multiple
products and/or services
Matrix Structure for
Worldwide Steel Company
President
Vertical Functions
Mfg. Industrial
Mfg. Marketing Finance Metallurgy Field Sales
Services Relations
Vice Vice Vice Vice Vice
Vice Vice
President President President President President
Horizontal Product Lines
President President
Open Die
Business Mgr.
Ring Products
Business Mgr.
Steelmaking
Business Mgr.
3-49
A Horizontal Structure
Top
Management
Team
Market Product
Research Testing Customer
Analysis Planning
New Product Development Process
Material
Analysis Purchasing
Flow
Distrib. Customer
Management
Accounting Core Advertising
Finance and PR
Payroll
Legal Logistics and
Services distribution
The organization outsources most of its major functions and/or processes.
Strengths and Weaknesses of
Virtual Networks
STRENGTHS WEAKNESSES
Allows small organizations to start Loss of hands-on control
up and have access to resources High need to manage
and people. external relationships.
Low start-up costs Higher potential for conflicts
Highly flexible and responsive Lack of corporate culture
Lower overhead costs At risk if partner/contract
firm drops out.
Hybrid Structure
Sun Petrochemical Products
President
A hybrid is simply the use of more than one type of structure. It is the most
common structure. Almost every organization has some functional
departments, even if they are utilizing a horizontal structure.
Hybrid Structure
Part 2. Ford Customer Service
Division
Vice President and
General Manager
Director and
Process Owner Teams
Horizontal Structure
3-55
An In-Depth Look at Managing Complex Change, Organizational Dynamics
(Summer 1982): 46-66; and Frank Ostroff, The Horizontal Organization,
(New York: Oxford University Press, 1999), Fig. 2.1, 34.
Determining the right Structure
Much of structure is finding the right balance between
horizontal linkages and vertical control.
How Much Horizontal coordination?
Too much is time consuming and expensive.
Toolittle horizontal coordination causes confusion,
delays and inefficiency.
How much Vertical Control?
Too much stifles creativity, morale and motivation.
There is probably no ideal structure for most situations.
Neither will you find many pure structural types.
Symptoms of
Structural Deficiency
Decision making is delayed or lacking in
quality
The organization does not respond
innovatively to a changing environment
Too much conflict is evident
3-57
S.O.B. Structure 1970s -1984
Dean
Division of Business and Economics
DEAN
School Of Business
DEAN
School of Business
Assistant Assistant
Dean Dean
DEAN
School of Business
DEAN
School of Business
Program Leader Program Leader Program Leader Program Leader Program Leader
MGT / IM Marketing Accounting ECO & FIN International
S.O.B. Structure 2005 - 2008
DEAN
School of Business
DEAN
School of Business
MGR SOB
Assistant Dean
Operations
Administrative
Assistant
DEAN
Today School of Business
MGR SOB
Assistant Dean
Operations
Administrative
Assistant
Functional with
Functional cross-functional Divisional Matrix Horizontal Modular
Structure teams, integrators Structure Structure Structure Structure
Horizontal
Dominant Coordination
Vertical Change
Structural Learning
Approach Control
Innovation
Flexibility
Efficiency
Stability
Stable
Reliability E N V I R O N M E N T Changing
You have Structural Problems if