Post on 12-Apr-2017
UGBA 105UGBA 105Sections 102, 104, 106Sections 102, 104, 106
Week 3Week 3: Organizational : Organizational StructureStructure
In the In the news …news …“Asked why he chose someone from outside the organization, Ford said that wasn't one of the central criteria guiding his decision.
“’It wasn't about inside versus outside. I was more focused on who was the best candidate,’ he told reporters. "Business skills are by and large transferable, especially with someone with an industrial background who's focused on the customer."
AgendaAgenda
1.1. Review: Formal organizationReview: Formal organization2.2. Types of org structuresTypes of org structures3.3. AllentownAllentown4.4. Next week’s coming attractions Next week’s coming attractions 5.5. Team assignmentsTeam assignments
1. Review: Formal org1. Review: Formal org Strategic groupingStrategic grouping: : How work How work
is dividedis divided– FunctionalFunctional– DivisionalDivisional– MatrixMatrix– ProcessProcess– NetworkNetwork– HybridHybrid
1. Review (cont.)1. Review (cont.) Strategic linkingStrategic linking: How work is : How work is
coordinatedcoordinated– HierarchyHierarchy– Mutual adjustmentMutual adjustment– Rules & standardsRules & standards– ““Culture”Culture”
1. Review (cont.)1. Review (cont.) How do you decideHow do you decide: :
ConsiderationsConsiderations– Task interdependenceTask interdependence– Congruence! (environment, informal Congruence! (environment, informal
org, people, etc.)org, people, etc.)
2. Types of structure2. Types of structure
R&D Engineer-ing
Manu-facturing
General Manager
Human resources Sales
ProductA
Product
B
Product C
Functional grouping
CEO
Cars PrefabHouses Electronics
HR Mfg Mkt HR Mfg Mkt HR Mfg Mkt
Product grouping
CEO
North America Europe Asia Pacific
HR Mfg Mkt HR Mfg Mkt HR Mfg Mkt
Regional grouping
Product Z
manager
Engineer-ing
Manufac-turing Marketing
General Manager
Z Eng
Z Mfg
Z Mkt
Matrix organization
Top Management
TeamTeamProcessCoordinators
TeamTeamProcessCoordinators
TeamTeamProcessCoordinators
New product development process
Order fulfillment process
Procurement, logistics process
DesignersCore Firm
Producers
DistributorsSuppliers
Managers
Suppliers Distributors
ITServicesProducers
Producers
Designers
Distributors
Suppliers
Brokers
Full Vertical Integration
Full Network Organization
Networked Firm
HR Services
IT Services
HR Services
Designers Marketers
HR Services
IT Services
Managing process & Managing process & network organizationsnetwork organizations Abandonment of the “manager as Abandonment of the “manager as
engineer” (vertical, mechanistic) engineer” (vertical, mechanistic) model model – Less hierarchical command & controlLess hierarchical command & control– Fewer rules, standards, and proceduresFewer rules, standards, and procedures– Less detailed and rigid division of labor Less detailed and rigid division of labor – No more vertical career No more vertical career
Embrace of “manager as leader” Embrace of “manager as leader” (horizontal, organic) model (horizontal, organic) model – Teamwork (coordination through Teamwork (coordination through
mutual adjustment) mutual adjustment) – Networking and political maneuvering Networking and political maneuvering – Leadership and cultureLeadership and culture– EntrepreneurialEntrepreneurial
4. Allentown 4. Allentown MaterialsMaterials
5. Recap5. Recap Define and describe the different Define and describe the different
types of organizational structures types of organizational structures Understand the pros/cons and the Understand the pros/cons and the
tradeoffs made in eachtradeoffs made in each Identify some of the considerations Identify some of the considerations
managers weigh when making managers weigh when making decisions about structuredecisions about structure
5. Wrap-up/Next week5. Wrap-up/Next week Did everyone sign in?Did everyone sign in? For next week, prep the case For next week, prep the case
“The Team that Wasn’t”“The Team that Wasn’t” Be sure you’re doing the readingsBe sure you’re doing the readings
TEAMS - 102TEAMS - 102 Team 1Team 1
– Minette Minette – Jessica Jessica – Vivian Vivian – RichardRichard
Team 2Team 2– KatherineKatherine– Eric Eric – Roger Roger – Melanie Melanie
Team 3Team 3– BrandonBrandon– KevinKevin– AngelaAngela– AlfonsoAlfonso
Team 4Team 4– Angelo Angelo – Stephanie Stephanie – Paul Paul – YuetYuet
Team 5Team 5– DianaWDianaW– DeanDean– Kei ManKei Man– SepidehSepideh
Team 6Team 6– LauraLaura– MargarethaMargaretha– Jennifer Jennifer – Michael Michael
Team 7Team 7– AnthonyAnthony– Jean Jean – Samuel Samuel – Veronique Veronique
TEAMS - 104TEAMS - 104 Team 1Team 1
– Jennifer Jennifer – Keng WaiKeng Wai– AlexanderAlexander– Ruoh-WeiRuoh-Wei– MichaelMichael
Team 2Team 2– ClaudiaClaudia– Verena Verena – Sarah Sarah – Sofia Sofia – Ha KyungHa Kyung
Team 3Team 3– JasonJason– RosalvaRosalva– AngieAngie– Hannah Hannah – KatherineKatherine
Team 4Team 4– Claire Claire – Erick Erick – HamedHamed– Josephine Josephine – IanIan
Team 5Team 5– DanielleDanielle– Seema Seema – RamonRamon– Louise Louise – JosephJoseph
Team 6Team 6– AlbertAlbert– George George – Wing YanWing Yan– KazumaKazuma– Wang Wang
Team 7Team 7– Brian Brian – MaryanneMaryanne– AntonAnton– Reilly Reilly – Erica Erica
Team 8Team 8– Terri Terri – Nicholai Nicholai – James James – EdwardEdward– ZarinaZarina
TEAMS - 106TEAMS - 106 Team 1Team 1
– SaminSamin– Jennifer Jennifer – Kirstin Kirstin – KatyaKatya
Team 2Team 2– AndyAndy– Ethan Ethan – Christopher Christopher – Brian Brian
Team 3Team 3– IanIan– WayneWayne– David David – JunJun– TracyTracy
Team 4Team 4– Cindy Cindy – Alex F.Alex F.– JonanthanJonanthan– JosephineJosephine– BenBen
Team 5Team 5– Martine Martine – Alex H.Alex H.– YanivYaniv– Jaime Jaime – CherieCherie
Team 6Team 6– Anthony Anthony – Andrew Andrew – HamedHamed– Sagar Sagar – NicholasNicholas
Team 7Team 7– Douglas Douglas – PavPav– ShirleyShirley– YangYang– JinJin
Team 8Team 8– Maria Maria – Priya Priya – Elizabeth Elizabeth – Amy Amy – ShiyuanShiyuan
All problems involve one or more disconnects, or All problems involve one or more disconnects, or incongruenciesincongruencies, , between 4 major components of organizations:between 4 major components of organizations:
In turn, solutions involve the analytic - and creative - achievement of congruence.
Input Environment(Competition, change)
Resources(munificence)
History (age, conditions at founding)
Output
SystemsUnit
Individual
Informal Org(culture, politics
leadership, networks)
Tasks (technologie
s, work flows)
People(ability, skills,
motivation, biases)
Formal Org (job titles,
depts, reporting
hierarchy, IT & HR
systems)
The Congruence ModelThe Congruence Model
Strategy (diversification innovation)
EmailTeleconferencing
GroupwareKnowledge management
ERP
Is information technology the answer?
It facilitates teamwork and networking
IT and the manager’s IT and the manager’s jobjob FolkloreFolklore: IT has : IT has
made organizations made organizations flatter, leaner, more flatter, leaner, more flexible, more flexible, more virtual, more global, virtual, more global, less integrated, less integrated, empowered people, empowered people, reduced need for reduced need for rigid control systemsrigid control systems
FactFact: The effects of IT : The effects of IT have been complex & have been complex & contradictory. It has also contradictory. It has also disempowered disempowered employees by employees by intensifying surveillance, intensifying surveillance, increased written increased written communication and some communication and some forms of standardization, forms of standardization, created information created information overloads and shortened overloads and shortened attention spans attention spans