Implementing Strategy Through Organizational design Chapter 9.
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Transcript of Implementing Strategy Through Organizational design Chapter 9.
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Implementing Strategy Through Organizational
design
Chapter 9
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9 | 2Copyright © Houghton Mifflin Company. All rights reserved.
Organizational Design
• Selecting the combination of organizational structure and control system that let the company create and sustain a competitive advantage
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9 | 3Copyright © Houghton Mifflin Company. All rights reserved.
Organizational Structure
• Provides a vehicle through which managers can coordinate the company’s functions, divisions, and business units
• Shapes the way people behave and determines how they will act in the organizational setting
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9 | 4Copyright © Houghton Mifflin Company. All rights reserved.
Building Blocks
• Organizational structure is made up of two parts:– Differentiation
• Vertical• Horizontal
– Integration
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9 | 5Copyright © Houghton Mifflin Company. All rights reserved.
Differentiation
• The way a company divides itself into parts• Allocates people and resources to organizational
tasks in order to create value
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9 | 6Copyright © Houghton Mifflin Company. All rights reserved.
Vertical Differentiation
• Specifies the reporting relationships that link people, tasks, and functions at all levels of a company
• Minimal chain of command principle– an organization should choose a hierarchy with the
minimum number of levels of authority necessary to achieve its strategy
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9 | 7Copyright © Houghton Mifflin Company. All rights reserved.
Vertical Differentiation Structures
• Span of Control:– The number of subordinates a manager directly
manages– The number of hierarchical levels relative to the
company size is predictable as the size increases– Companies with 1K employees usually have 4 levels– Companies with 3K employees usually have 8 levels– No matter how big, a company rarely has more than
9 or 10 levels
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Figure 9.1: Tall and Flat Structures
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9 | 9Copyright © Houghton Mifflin Company. All rights reserved.
Organizational Structures: Vertical Differentiation (Flat Structure)
Chief Partner
Partners
Associates
A typical law firm promotes collegiality and contains few hierarchical levels
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Figure 9.2: Relationship Between Company Size and Number of Hierarchical Levels
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Horizontal Differentiation
• Decides how to best group organizational tasks and activities to meet the objectives of a company’s strategy
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Horizontal Differentiation Structures
• Functional Structures:– People are arranged on the basis of their common
expertise or because they use the same resources
• Product Structures:– People are arranged based on their product lines
• Geographic Structures:– People are arranged by region
• Multidivisional Structures:– People are arranged according to distinct product
lines or business units
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9 | 13Copyright © Houghton Mifflin Company. All rights reserved.
Figure 9.3: Functional Structure
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Figure 9.5: Product-Team Structure
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9 | 15Copyright © Houghton Mifflin Company. All rights reserved.
Figure 9.6: Geographic Structure
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9 | 16Copyright © Houghton Mifflin Company. All rights reserved.
Figure 9.7: Multidivisional Structure
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9 | 17Copyright © Houghton Mifflin Company. All rights reserved.
Integration
• The extent to which an organization coordinates its value creation activities and makes them interdependent
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Integration Complexity
• Since integration is the way in which a company’s parts are combined, the complexity depends on the differentiation
• Complex differentiation = complex integration
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Forms of Integration Mechanisms
• Direct Contact– Occurs when a company sets up a context where
managers can work together to solve problems– Prevents competition between managers from
different divisions
• Interdepartmental Liaison Role– Gives one manager in each division the responsibility
for coordinating with the others
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Forms of Integration Mechanisms (cont’d)
• Temporary Task Forces– One member of each division is assigned to a task
force to solve a problem– S/he then reports back to her/his respective division
• Permanent Teams– When issues addressed by a task force reoccur, it is
sensible to form permanent teams for problems that have a great deal of integration between functions
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Figure 9.8: Forms of Integrating Mechanisms
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“Talent wins games, but teamwork wins championships.”
- Michael Jordan
© RoyaltyFree/ Grant Faint/ Getty Images
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9 | 23Copyright © Houghton Mifflin Company. All rights reserved.
Differentiation and Integration
• A company needs to operate the simplest structure consistent with implementing its strategy effectively
• Both differentiation and integration are costly and complex
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Organizational Control
• The process by which managers monitor activities and members to decide whether or not the company is efficient and effective
• Organizational controls include:– Keeping an organization on track– Anticipating events that may occur– Responding swiftly to opportunities
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Strategic Control Systems
• The formal feedback system that allows strategic managers to evaluate the implementation and success of a strategy
• Systems should:– Be Flexible – Provide accurate information– Supply information in a timely manner
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Figure 9.9: Steps in Designing an Effective Control System
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Other Essentials
• Organizational Culture
• Strategic role of leadership