Chapter 24 Environmental Policy, Law, and Planning Ellen Heinke March 23 rd 2010.
Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved...
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Transcript of Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved...
![Page 1: Chapter 10 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved Chapter 9 1 Dr. Ellen A. Drost Designing Adaptive Organizations.](https://reader036.fdocuments.in/reader036/viewer/2022062300/56649e205503460f94b0baf7/html5/thumbnails/1.jpg)
Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
Chapter 9
1
Dr. Ellen A. Drost
DesigningAdaptiveOrganizations
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 2
What Would You Do?
Where do you start to fix a company that has a $100 million loss, falling ad sales, plummeting stock prices, and an unmanageable organizational structure?
Yahoo has done a poor job in establishing relationships with customers
Yahoo Headquarters, Sunnyvale, California
What structure should Yahoo adopt? What should you do about the informal culture?How can better decisions be made for the company?
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 3
Organizational Structure
Organizational Structure
The vertical and horizontal configuration of departments, authority, and jobs within a company.
Organizational Process
The collection of activities that transform inputs into outputs that customers value.
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 4
Organizational StructureProcess View of Microsoft’s Organization
Exhibit 9.2
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 5
Designing Organizational Structures
After reading these sections, you should be able to:
1. describe the departmentalization approach to organizational structure.
2. explain organizational authority.
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 6
Departmentalization
CustomerCustomer GeographicGeographic MatrixMatrix
FunctionalFunctional ProductProduct
11
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 7
Functional Departmentalization
1.11.1
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 8
Advantages Disadvantages
Functional Departmentalization
Work done by highly skilled specialists
Lowers costs through reduced duplication
Communication and coordination problems are lessened
Cross-department coordination can be difficult
May lead to slower decision making
Produces managers with narrow experiences
1.11.1
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 9
Product Departmentalization
1.21.2
United TechnologiesUnited Technologies
CarrierCarrier
Hamilton Sundstrand
Hamilton Sundstrand
ChubbChubb
OtisOtis
Pratt & WhitneyPratt & Whitney
UTC PowerUTC Power
Adapted from Exhibit 9.4
--Administrative services--Communication & public relations--Customer service & support--E-Business--Engineering--etc…
SikorskySikorsky
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 10
Advantages Disadvantages
Product Departmentalization
Managers specialize, but have broader experiences
Easier to assess work-unit performance
Decision-making is faster
Duplication of activities Difficult to coordinate
across departments
1.21.2
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 11
Customer Departmentalization
U.S. Businesses
U.S. Businesses
LocalServiceLocal
ServiceSupply Chain
IntegrationSupply Chain
IntegrationLocal
ServiceLocal
Service
SprintCorporation
SprintCorporation
InternationalBusinesses
InternationalBusinesses
Long-DistanceService
Long-DistanceService
LogisticsNetwork
LogisticsNetwork
Long-DistanceService
Long-DistanceService
SolutionsSolutions WirelessServices
WirelessServices
DistributionCenters
DistributionCenters
Wireline &WirelessServices
Wireline &WirelessServices
BusinessSolutions
BusinessSolutions
ConsumerSolutions
ConsumerSolutions
SprintNorth Supply
SprintNorth Supply
Local TelecomDivision
Local TelecomDivision
(Partial Listing)
Adapted from Exhibit 9.5
1.31.3
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 12
Advantages Disadvantages
Customer Departmentalization
Focuses on customer needs
Products and services tailored to customer needs
Duplication of resources Difficult to coordinate
across departments Efforts to please
customers may hurt the company
1.31.3
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 13
Geographic Departmentalization
Exhibit 9.6
Co
ca-C
ola
En
terp
rise
sT
erri
tori
es o
f O
per
atio
n
Co
ca-C
ola
En
terp
rise
sT
erri
tori
es o
f O
per
atio
n
1.41.4
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 14
Advantages Disadvantages
Geographic Departmentalization
Responsive to the demands of different market areas
Unique resources located close to the customer
Duplication of resources Difficult to coordinate
across departments
1.41.4
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 15
Matrix Departmentalization
Adapted from Exhibit 9.7
CitiGroup InternationalCitiGroup International
North North AmericaAmerica
(excluding(excludingMexico)Mexico)
North North AmericaAmerica
(excluding(excludingMexico)Mexico)
Europe,Europe,Middle East,Middle East,
AfricaAfrica
Europe,Europe,Middle East,Middle East,
AfricaAfricaAsia PacificAsia PacificAsia PacificAsia Pacific
Global Corporate &Investment Bank
Global Corporate &Investment Bank
Global InvestmentManagement
Global InvestmentManagement
Global Consumer
Global Consumer
Smith BarneySmith Barney
Country Managers inSpain, UAE, Kenya, etc.
Country Managers inSpain, UAE, Kenya, etc.
Country Managers inChina, Australia, etc.
Country Managers inChina, Australia, etc.1.51.5
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 16
Matrix Departmentalization
1.51.5
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 17
Advantages Disadvantages
Matrix Departmentalization
Efficiently manage large, complex tasks
Pool of available resources
Requires high levels of coordination
Conflict between bosses Requires high levels of
management skills
1.51.5
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 18
Organizational Authority
Delegationof Authority
Delegationof Authority
Degree ofCentralization
Degree ofCentralization
Chain ofCommand
Line versusStaff Authority
22
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 19
Chain of Command
The vertical line of authority in an organization Clarifies who reports to whom Unity of command
workers report to only one boss matrix organizations violate
this principle
2.12.1
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 20
Line versus Staff Authority
Line authority the right to command immediate subordinates
in the chain of command
Staff authority the right to advise but not command others
2.22.2
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
<click screenshot for video>
Rendition
1. How would you describe the workplace atmosphere in this scene? Would you say it demonstrates behavioral informality or formality?
2. Do you think the scene shows line authority or staff authority between these two men?
3. What kind of feedback is Alan Smith getting from Senator Hawkins? Is it primarily positive or negative?
© 2014 Cengage Learning
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 22
Delegation of Authority
2.32.3
Delegation of Authority
The assignment of direct authority and responsibility to a subordinate to complete tasks for which the manager is normally responsible.
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 23
Delegation of Authority
Adapted from Exhibit 9.8
2.32.3
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 24
How to be a More Effective Delegator
1. Trust your staff to be a good job
2. Avoid seeing perfection
3. Give effective job instructions
4. Know your true interests
5. Follow up on progress.
6. Praise the efforts of your staff.
7. Don’t wait to the last minute to delegate.
8. Ask questions, expect answers, assist employees.
9. Provide the resources you would provide if doing the assignment yourself.
10. Delegate to the lowest possible level.
Adapted from Exhibit 9.9
2.32.3
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 25
Degree of Centralization
Centralization of authority primary authority is held by upper management
Decentralization significant authority is found in lower levels of
the organization
Standardization solving problems by applying rules, procedures,
and processes
2.42.4
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 26
Designing Organizational Processes
After reading these sections, you should be able to:
4. explain the methods that companies are usingto redesign international organizational processes(i.e., intraorganizational processes).
5. describe the methods that companies are using to redesign external organizational processes (i.e., interorganizational processes).
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 27
Intraorganizational Processes
ReengineeringReengineering EmpowermentEmpowerment
44
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 28
Reengineering
The fundamental rethinking and radical redesign of business processes
Intended to achieve dramatic improvements in performance
Change the orientation from vertical to horizontal
Changes task interdependence
4.14.1
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 29
Empowerment
A feeling of intrinsic motivation Workers perceive meaning in their work Employees are capable of self-determination
EmpoweringWorkers
EmpoweringWorkers
Permanently passing decision-makingauthority and responsibilities frommanagers to workers by giving themthe information and resources they need to make good decisions
Permanently passing decision-makingauthority and responsibilities frommanagers to workers by giving themthe information and resources they need to make good decisions
4.24.2
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 30
Interorganizational Processes
ModularOrganizations
ModularOrganizations
VirtualOrganizations
VirtualOrganizations
55
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 31
Modular Organizations
5.15.1
Exhibit 9.13
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved
<click screenshot for video>
Modern Shed
1. Describe how Modern Shed functions as a modular organization.
2. What are the advantages and disadvantages of Modern Shed’s organizational structure?
© 2014 Cengage Learning
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 33
Modular Organizations
Advantages Disadvantages
can cost less to run thantraditional organizations
lets organizations focuson core competencies
loss of control from outsourcing
may reduce their competitive advantage
5.15.1
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 34
Virtual Organizations
5.25.2
Exhibit 9.14
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Chapter 10Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 35
Virtual Organizations
Advantages Disadvantages
let companies share costs
fast and flexible being the “best” should
provide better products
difficult to control the quality of partners
requires tremendous management skills
5.25.2http://www.agileweb.comWeb Link