Chapter Fifteen Designing Effective Organizations Mc GrawHillIrwin Copyright

Chapter Fifteen Designing Effective Organizations Mc. Graw-Hill/Irwin Copyright © 2010 The Mc. Graw-Hill Companies, Inc. All rights reserved.

After reading the material in this chapter, you should be able to: • Describe the four characteristics common to all organizations. • Explain the difference between closed and open systems. • Define seven basic ways organizations are structured • Discuss Burns and Stalker’s findings regarding mechanistic and organic organizations. 15 -2

After reading the material in this chapter, you should be able to: • Identify when each of the organization structures is the right fit. • Describe the four generic organizational effectiveness criteria. 15 -3

What is an Organization? • Organization - system of consciously coordinated activities of two or more people. 15 -4

What is an Organization? • Four common denominators - Coordination of effort - Common goal - Division of labor - Hierarchy of authority 15 -5

Designing Effective Teams See an article from Administrative Science Quarterly on designing effective teams 15 -6

What is an Organization? • Unity of command principle - each employee should report to a single manager. 15 -7

Question? At Creative Calendars, Inc. , each employee reports only to one manager. This reflects: A. B. C. D. The division of labor. Coordination of effort. A narrow span on control. The unity of command principle. 15 -8

Organization Charts • Organization chart - boxes-and-lines illustration showing chain of formal authority and division of labor. 15 -9

Sample Organization Chart for a Hospital Figure 15 -10

Organization Charts • Division of labor • Span of control - the number of people reporting directly to a given manager. 15 -11

Organization Charts • Staff personnel - provide research, advice, and recommendations to line managers. • Line Managers - have authority to make organizational decisions. 15 -12

An Open-System Perspective • Closed System - self-sufficient entity, closed to the surrounding environment. • Open System - organism that must constantly interact with its environment to survive 15 -13

The Organization as an Open System Figure 15 -2 15 -14

Traditional Design • Functional structure - groups people according to the business functions they perform manufacturing, marketing, finance • Divisional structure - groups together activities related to outputs type of product or customer 15 -15

Traditional Design • Matrix structure - combines functional and divisional chains of command to form a grid with two command structures 15 -16

Matrix Structure 15 -17

Principles for Designing a Horizontal Organization • Organize around complete workflow processes • Flatten hierarchy • Appoint process team leaders to manage internal team processes • Let supplier and customer contact drive performance • Provide required expertise from outside the team as needed 15 -18

Opening Boundaries between Organizations • Hollow organization - organization identifies core competencies and outsources other activities such as manufacturing, order taking and shipping - modular 15 -19

Opening Boundaries between Organizations • Virtual organization - organization identifies partners with the needed talents and negotiates an agreement in which the participants typically work in separate facilities, linked by technology as they work toward a common goal 15 -20

Question? Chad has developed a new product to improve gas mileage. He has formed a new venture but must outsource his marketing and distribution. His firm has a _____ organization. A. B. C. D. Functional Divisional Matrix Hollow 15 -21

How to Manage Geographically Dispersed Employees • Hire carefully • Communicate regularly • Practice “management by wandering around” • Conduct regular audits • Use technology as a tool, not a weapon • Achieve a workable balance between online and live training 15 -22

The Contingency Approach to Designing Organizations • Contingency approach to organization design - creating an effective organization-environment fit. 15 -23

Mechanistic versus Organic Organizations • Mechanistic organizations - Rigid bureaucracies with strict rules, narrowly defined tasks, and top-down communication. • Organic organizations - Flexible networks of multitalented individuals who perform a variety of tasks 15 -24

Different Approaches to Decision Making • Centralized decision making - top managers make all key decisions • Decentralized decision making - lower-level managers are empowered to make important decisions 15 -25

Question? Bankers International (BI) can be described as a rigid bureaucracy with strict rules, narrowly defined tasks and top-down communication. BI can also be described as a(n) _____ organization. A. B. C. D. Mechanistic Organic Decentralized Wide-span 15 -26

Getting the Right Fit • A functional structure can save money by grouping together people who need similar materials and equipment • Divisional structures increase employees’ focus on customers and products 15 -27

Getting the Right Fit • A successful matrix structure requires superior managers who communicate extensively, foster commitment and collaboration, manage conflict and negotiate effectively to establish goals and priorities consistent with the organization’s strategy 15 -28

Getting the Right Fit • Horizontal designs improve coordination and communication • Organizations that become hollow, modular, or virtual can generate superior returns by focusing on what they do best 15 -29

Question? Oneal, CEO of Fredhandbag Hobby. Town, wants to improve the communication in his firm. He should change to a _____ organization. A. B. C. D. Functional Matrix Horizontal Modular 15 -30

Four Dimensions of Organizational Effectiveness Figure 15 -4 15 -31

Generic Effectiveness Criteria • Goal accomplishment - most widely used effectiveness criteria • Resource acquisition - organization is effective if it acquires necessary factors of production 15 -32

Question? Sherman, a new manager at Get Well Industries, is interested in learning about the most likely used effectiveness criterion for organizations. Which of these would you recommend to Sherman? A. Goal accomplishment B. Resource acquisition C. Internal processes D. Strategic constituencies satisfaction 15 -33

Generic Effectiveness Criteria • Internal processes - healthy system if information flows smoothly and if employee loyalty, commitment, job satisfaction prevail • Strategic constituencies satisfaction - Strategic constituency: any group of people with a stake in the organization’s operation or success. 15 -34

Mixing Effectiveness Criteria: Practical Guidelines • Goal accomplishment approach is appropriate when goals are clear, consensual, time-bounded, and measurable 15 -35

Mixing Effectiveness Criteria: Practical Guidelines • Resource acquisition approach is appropriate when inputs have a traceable effect on results or output 15 -36

Mixing Effectiveness Criteria: Practical Guidelines • Internal processes is appropriate when organizational performance is strongly influenced by specific processes 15 -37

Mixing Effectiveness Criteria: Practical Guidelines • Strategic constituencies approach is appropriate when powerful stakeholders can significantly benefit or harm the organization 15 -38

Supplemental Slides • Slides 40 -45 contain extra non-text examples to integrate and enhance instructor lectures - Slide 40: The Big Get Bigger Slide 41 -42: The Agony of Victory Slide 43: Management in the Movies Apollo 13 Slide 44 -45: Video discussion slides 15 -39

The Big Get Bigger • Wal-Mart- Largest US employer: 1. 9 million workers (approximately the population of Houston, Texas) • Large Companies (2007): - Exxon-Mobil (#2) - $39. 5 billion in profit - Ford (#7) – wants to shrink - Starbucks (#310) – concerned about increase in stores being a detriment to the “soul” of Starbucks • • Can an organization get “too” big? Is scale an asset or liability? • “Our goal is not just to be big but to use our size to be great” ~ Jeff Immelt, GE Chairman Source: The Big Get Bigger, Fortune, April 30, 2007 15 -40

The Agony of Victory • Competency Trap - Focusing on what the org does well - Problems: • Competitors learn how to do the same thing • Environment changes making the competency less relevant 15 -41 Source: Pfeffer, J. The Agony of Victory (2007, Jan/Feb), Business 2. 0, Vol 8. pg. 62

The Agony of Victory • Avoiding the Competency Trap - Avoid excessive specialization - Develop peripheral vision – keep abreast of market changes - Have mindset of continuous learning – relying too much on a strength can become a weakness 15 -42 Source: Pfeffer, J. The Agony of Victory (2007, Jan/Feb), Business 2. 0, Vol 8. pg. 62

Management in the Movies Apollo 13 – “The Launch” • In this scene, Gene Kranz is moving through his checklist for a go-no-go for launch. • Questions - What are the different departments involved in making the launch happen? - How are these departments organized? 15 -43

Video: 1154 Lill • Jennifer Velarde admits that the customer customized aspect of 1154 Lill Studio was discovered by accident. Do you think there are many small business born from accidental circumstance? • Would including the customer in the creative process work with any type of clothing or fashion product? Why or why not? • What would the pros and cons of international expansion be for 1154 Lill Studio? What would you recommend they do? • Are there suggestions you can think of that would make this a more efficient operation? 15 -44

Video: One Smooth Stone • The corporate event planning industry is very dynamic. What characteristics of One Smooth Stone help it to remain competitive and successful in this industry? • Why won’t the premises of organization theory proposed by theorists like Fayol and Weber work for organizations in a dynamic environment? Why won’t they work with knowledge workers? • How important is it to ensure that the values of outsourcing partners align with One Smooth Stone’s? Why? 15 -45