Strategic Management Organizational design
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Transcript of Strategic Management Organizational design
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Part 3 Strategy Implementation11*
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Chapter Case 11 Zappos: An Organization Designed to Deliver HappinessZappos: Success through customer service
Customer service all in-houseNo scripts or timed calls
Flat Organizational Structure = FlexibilityJob rotation = trained talent4 weeks of orientation training Including 2 weeks on customer service phones.
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EXHIBIT 11.1 Zappos Core Values11*
2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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The Basic Tasks of Organization
ORGANIZATIONAL CHALLENGE: design structure & systems that:Permit specializationFacilitate coordination by grouping individuals & link groups with systems of communication, decision making, & controlDeploy incentives to align individual & firm goals
Achieving high levels of productivity requires SPECIALIZATION
Specialization by individuals necessitates COORDINATION
For coordination to be effective requires COOPERATION
But goals of employees = goals of ownersTHE AGENCY PROBLEM
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LO 11-1 Define organizational design and list its three components. LO 11-2 Explain how organizational inertia can lead established firms to failure. LO 11-3 Define organizational structure and describe its four elements. LO 11-4 Compare and contrast mechanistic versus organic organizations. LO 11-5 Describe different organizational structures and match them with appropriate strategies. LO 11-6 Describe the elements of organizational culture and explain where organizational cultures can come from the how they can be changed. LO 11-7 Compare and contrast different strategic control and reward systems.11*
2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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How to Organize for Competitive AdvantageOrganizational designGoal is to translate strategies into realized ones
StructureProcessesProcedures
Structure follows strategiesStructure must be flexibleYahoo failed to make changes to their organizational structure.Jerry Young ousted in 2008.11*
2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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2000South-Western College PublishingCincinnati, OhioDaft, Organizational Theory and Design, 7/e
Choice Processes in the Carnegie Model
Hold joint discussionand interpret goals and problems
Share opinions
Establish problem priorities
Obtain social supportfor problem, solution
Adopt the firstalternativethat is acceptableto the coalition
Conduct a simple,local search
Use established procedures ifappropriate
Create a solutionif needed
Managers havediverse goals,opinions, values,experience
Information is limitedManagers havemany constraints
Uncertainty
Coalition Formation
Search
Satisficing
Conflict
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Copyright 1998 by Houghton Mifflin Company. All rights reserved.
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Sources of Bureaucratic Costs
Number ofMiddleManagers
MotivationalProblems
CoordinationProblem
InformationDistortion
BureaucraticCosts
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Organizational Inertia and the Failure of Established Firms Organizational inertiaResistance to changeOften leads to failure because of the environmental dynamics: competition, technology, strategyetc.
Organizational strategy and structure are not static But rather are dynamic!
A tightly-coupled and coherent activity system that works well in a static environment may be subject to problems of inertia in a dynamic environment.
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2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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EXHIBIT 11.2Organizational Inertia11*
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LO 11-1 Define organizational design and list its three components. LO 11-2 Explain how organizational inertia can lead established firms to failure. LO 11-3 Define organizational structure and describe its four elements. LO 11-4 Compare and contrast mechanistic versus organic organizations. LO 11-5 Describe different organizational structures and match them with appropriate strategies. LO 11-6 Describe the elements of organizational culture and explain where organizational cultures can come from the how they can be changed. LO 11-7 Compare and contrast different strategic control and reward systems.11*
2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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The Key Elements of Organizational StructureOrganizational structure determines
Work efforts of individuals and teamsResource distribution
Key building blocks
SpecializationFormalizationCentralizationHierarchy
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2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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The Key Elements of Organizational Structure Specialization: degree to which a task is divided
Division of laborExample: U.S. Military (Army, Air Force, Navy, Marines)
Formalization: codified rules and formal procedures
Detailed written rules and policiesExamples: NASA, McDonalds11*
2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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The Key Elements of Organizational Structure Centralization: where the decision is made
Centralized decision making slow response time and reduced customer satisfactionExample: BPs Mexican Gulf Oil Spill
Hierarchy: formal, position-based reporting lines
Tall structure vs. flat structureTall structure higher degree of centralizationFlat structure lower degree of centralization
Span of control
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2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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1*STRATEGY HIGHLIGHT 11.2W. L. Gore & Associates: Informality and InnovationBill Gore articulated 4 core valuesFairness to each otherFreedom to grow knowledge and skillsAbility to make one's own commitmentsConsult with others before taking action
W. L. Gore is organized in an informal and decentralized manner
Empowered employees (no job titles, no job descriptions, informal team organization, soft reporting lines)
Face-to-face communication
All associates are shareholders of the company11*
2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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Assembling the Pieces: Mechanistic vs. Organic OrganizationsOrganic organizationsLow degree of specialization and formalizationFlat structureDecentralized decision makingUses virtual team due to information technologyExamples: Zappos, W. L. Gore, and many high-tech firms
Mechanistic organizationsHigh degree of specialization and formalizationTall hierarchyCentralized decision makingExample: McDonaldsVideo on Web 2.0Changing workplace11*
2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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EXHIBIT 11.3Mechanistic vs. Organic Organization
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LO 11-1 Define organizational design and list its three components.LO 11-2 Explain how organizational inertia can lead established firms to failure.LO 11-3 Define organizational structure and describe its four elements.LO 11-4 Compare and contrast mechanistic versus organic organizations.LO 11-5 Describe different organizational structures and match them with appropriate strategies.LO 11-6 Describe the elements of organizational culture and explain where organizational cultures can come from the how they can be changed.LO 11-7 Compare and contrast different strategic control and reward systems.11*
2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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Matching Strategy and StructureSimple structure
Small firms with low complexity
Top management makes all important strategic decisions
Low degree of formalization and specialization
A basic organizational structureExamples: small advertising, consulting, accounting, and law firms11*
2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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EXHIBIT 11.4Changing Organizational Structures and Increasing Complexity as Firms Grow
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Functional StructureFunctional structureGroups of employees with distinct functional areasThe areas of expertise correspond to distinct stages in the company value chain activitiesExample: College of Business, Finance Department , etc.
Recommended with narrow products/servicesMatches well with business-level strategy
Cost leadership Mechanistic organizationDifferentiation Organic organizationIntegration strategy Ambidextrous organization
2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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EXHIBIT 11.5Typical Functional Structure11*
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EXHIBIT 11.6Matching Business Level Strategy and Structure
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1*STRATEGY HIGHLIGHT 11.3USA Today: Leveraging Ambidextrous Organizational DesignUSA Today: one of the widest print circulations in U.S.
USA Today.com, a new independent SBU under Gannett
Although attracted readers and advertising dollars, USA Today.com lost key editorial talent due to uneven resource distribution
Integration of USA Today and USA Today.com to eliminate duplication of resources and reduce waste
2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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Functional Strategy: DrawbacksLacks effective communication channels across departments
Lack of linkage between functionsOften solved the problems by having cross-functional teams
It cannot effectively address a higher level of diversification11*
2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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Multidivisional StructureMultidivisional structureConsists of several distinct SBUsEach SBU is operationally independentEach leader of SBUs report to the corporate officeExamples: Zappos is an SBU under AmazonSkype is an SBU under MicrosoftPaypal is an SBU under eBay
Companies using M-form structure GE, Honda
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2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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Organizing the Diversified FirmThe multidivisional organization, as documented by Alfred D. Chandler in Strategy and Structure, was pioneered in the 1920s by pioneering firms such as:
DuPont, General Motors, Sears and Standard Oil;By 1967, two-thirds of Fortune 500 Companies are multidivisional.
2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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Multidivisional Form
The multidivisional structure was an adaptive response to the strategy of diversification.
Unless (multidivisional) structure follows (diversification) strategy, inefficiency resultsAlfred D. Chandler, 1962, Strategy and Structure, p. 314
Dupont ---> multi-divisional
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Organizing the Diversified FirmThree key features of organizational structure:
1. The division of tasks;
2. The depth of the hierarchy (span of control);
3. The extent of authority delegation (how much decentralization?)11*
2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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EXHIBIT 11.7Typical M-Form StructureFunctional StructureMatrix Structure11*
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Copyright 1998 by Houghton Mifflin Company. All rights reserved.
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Multidivisional Structure
Oil Division(Functional Structure)
PharmaceuticalsDivision (ProductTeam Structure)
Plastics Division(Matrix Structure)
Typical ChemicalCompany
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Multidivisional Structure Use with various corporate strategies
Related diversification
Co-opetition among SBUsTransfer core competences across SBUsCentralized decision making
Unrelated diversificationDecentralized decision makingCompeting for resources
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2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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EXHIBIT 11.8Matching Corporate-Level Strategy
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(a) Self Organizing Team:10 interactions
(b) Hierarchy:4 interactions
How Hierarchy Economizes on Coordination
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Tightly-coupled, integrated system: Change in any part of the system requires system-wide adaptation
Loose-coupled, modular hierarchy: organizing a complex system into sub-systems and components linked by standardized interfaces permits decentralized adaptation
Hierarchy Allows Flexible Adaptation
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Evolutionary Stability of the Multidivisional FormParable of the Two Watchmakers
10,000 parts
Watchmaker #1 needs to put all parts together or the watch falls apart and he needs to start all over with his 10,000 parts.
Watchmaker #2 has developed 100 subsystems of 100 parts. This is the principle of near-decomposability (I.e., a system that contains localized sub-systems)
2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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Evolutionary Stability of the Multidivisional FormHierarchical systems (containing sub-systems) will evolve much more rapidly from elementary constituents than will non-hierarchic systems containing the same number of elements.
In organization theory this is called the effectiveness of loose coupling.
The advantage of loose coupling is that if there is poor performance in division 2 it does not lead to failure of the entire system.
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2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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Effectiveness of Multidivisional FormEffective Divisionalization involves:
Identification of separable economic activities within the firm;Giving quasi-autonomous standing to each division (usually of a profit center nature);Monitoring the efficiency performance of each division;Awarding incentives;Allocating cash flow to high yield uses; andPerforming strategic planning (diversification, acquisition, and related activities).
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2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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Weaknesses of Multidivisional FormDysfunctional Aspects of the Multidivisional:
Emphasis on short-term perspective;Loss of economies of scope;Duplication of R&D, marketing, etc.;Emphasis on financial manipulation instead of developing firm capabilities and resources; andLarge conglomerates may have excessive political power.
2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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Matrix StructureA combination of functional and M-form structureCreation of dual line of authority and reporting linesEach SBU receives support both horizontally and verticallyVery versatileEnhanced learning from different SBUs
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2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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Dual-Authority Structure in a Matrix Organization
Product
Manager A
Product
Manager B
Product
Manager C
Product
Manager D
Director
of Product
Operations
Design
Vice President
Mfg
VicePresident
Marketing
Vice President
Controller
Procure-ment
Manager
President
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EXHIBIT 11.9Typical (Global) Matrix Structure11*
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Strengths of Matrix structure
Achieves coordination necessary to meet dual demands from environmentFlexible sharing of human resources across productsSuited to complex decisions and frequent changes in unstable environmentProvides opportunity for functional and product skill developmentBest in medium-sized organizations with multiple products.
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Weaknesses of Matrix structure
Causes participants to experience dual authority, which can be frustrating and confusing.Participants need to have good interpersonal skills and extensive training.Is time-consuming: involves frequent meetings and conflict resolution sessions.Will not work unless participants understand it and adopt collegial rather than vertical-type relationships.Requires dual pressure from environment to maintain power balance.
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EXHIBIT 11.10Matching Global Strategy and Structure
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LO 11-1 Define organizational design and list its three components.
LO 11-2 Explain how organizational inertia can lead established firms to failure.LO 11-3 Define organizational structure and describe its four elements.LO 11-4 Compare and contrast mechanistic versus organic organizations.
LO 11-5 Describe different organizational structures and match them with appropriate strategies.LO 11-6 Describe the elements of organizational culture and explain where organizational cultures can come from the how they can be changed.LO 11-7 Compare and contrast different strategic control and reward systems.11*
2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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Organizational Culture: Values, Norms, and ArtifactsOrganizational cultureCollectively shared values and normsValue: what is considered importantNorms: appropriate employee behaviors and attitudesArtifacts: expression of culture in items such as physical design, stories, and celebrationsSocializationInternalize organizations value and norms through interactionsThink of Zappos core valuesGMs culture became strategic liability11*
2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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Where Do Organizational Cultures Come From?Founder imprinting
Founders defined and shaped the cultureApple (Steve Jobs)Disney (Walt Disney)Microsoft (Bill Gates)
Wal-marts low cost culture by Sam Walton
Recruit people that fit the cultureZappos vs. GE11*
2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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How Does Organizational Culture Change?Core competency core rigidity
Culture no longer has good fit with the environmentCultural change is needed
Cultural change
Brings new leadershipMergers and acquisitions11*
2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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Organizational CultureCulture must be valuable, rare, inimitable, and non-substitutable (RBV)Causal ambiguity and social complexity
Organizational culture is an important resource
Southwest AirlinesFriendly and energized employees work collaboratively
ZapposDeliver WOW through service11*
2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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1*STRATEGY HIGHLIGHT 11.4Carly Fiorina at HP: Cultural Change via Shock TherapyCarly Fiorina appointed CEO of HP in 1999Engineered acquisition of Compaq in 2002
Carly Fiorina needed the acquisition to initiate structural and cultural change in HP to overcome inertia
Board of Directors fired her in 2005Hired Mark Hurd who was himself fired in 2010
Continued turnover at top of HP; Mark Hurd was replaced by Leo Apotheker, who in turn was replaced by Meg Whitman in September 2011 (see Chapter Case 12).
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2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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Organizational Culture Cultural impact on employee behavior
Motivates employees by appealing to their ideasStrengthen employee commitment, engagement, and effort
Culture is vital to an organization
Stronger founder imprinting leads to higher performanceEffective alignment allows development and refines organizational core competencyHow to CutCosts Video11*
2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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LO 11-1 Define organizational design and list its three components.LO 11-2 Explain how organizational inertia can lead established firms to failure.LO 11-3 Define organizational structure and describe its four elements.LO 11-4 Compare and contrast mechanistic versus organic organizations.LO 11-5 Describe different organizational structures and match them with appropriate strategies.LO 11-6 Describe the elements of organizational culture and explain where organizational cultures can come from the how they can be changed.LO 11-7 Compare and contrast different strategic control and reward systems.11*
2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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Strategic Control and Reward SystemsInternal governance mechanismsCultureSanctions
Input controlsRules and standard operating proceduresBudgetsBehavior guidelines
Output controlsResult-orientedROWEs (results only work environment)Dan Pinks RSA Video11*
2013 by The McGraw-Hill Companies, Inc. All rights reserved.
***INSTRUCTOR: An interactive video exercise about Zappos culture is found online in McGraw-Hills Connect available with this textbook. It covers Learning Objective 11.6. ***INSTRUCTOR: An interactive video exercise is available on this portion of the text online through McGraw-Hills Connect, which is available with this textbook. It covers Learning Objective 11.2 and 11.3.
INSTRUCTOR: An interactive video exercise is available on this portion of the text online through McGraw-Hills Connect, which is available with this textbook. It covers Learning Objective 11.2 and 11.3. **INSTRUCTOR: An interactive video exercise is available on this portion of the text online through McGraw-Hills Connect, which is available with this textbook. It covers Learning Objective 11.2 and 11.3.
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**INSTRUCTOR: Embedded at the bottom of this slide is a link to a 10-minute video by MIT professor Andrew McAfee on how Web 2.0 may change the workplace.
https://www.mckinseyquarterly.com/Business_Technology/BT_Strategy/How_Web_2_0_is_changing_the_way_we_work_An_interview_with_MITs_Andrew_McAfee_2468?gp=1
**INSTRUCTOR: An interactive exercise is available on this portion of the text online through McGraw-Hills Connect, which is available with this textbook. It covers Learning Objective 11.5.
**
*INSTRUCTOR: An interactive exercise is available on this portion of the text through McGraw-Hills Connect which is available with this textbook. It covers Learning Objective 11.5.
*
*****INSTRUCTOR: An interactive video exercise is available on this portion of the text online through McGraw-Hills Connect, which is available with this textbook. It covers Learning Objective 11.5.
**
**INSTRUCTOR: An interactive video exercise is available on this portion of the text online through McGraw-Hills Connect, which is available with this textbook. It covers Learning Objective 11.5.
*INSTRUCTOR: An interactive video exercise is available on this portion of the text online through McGraw-Hills Connect, which is available with this textbook. It covers Learning Objective 11.5.
*INSTRUCTOR: An interactive video exercise is available on this portion of the text online through McGraw-Hills Connect, which is available with this textbook. It covers Learning Objective 11.6.
*INSTRUCTOR: An interactive video exercise is available on this portion of the text online through McGraw-Hills Connect, which is available with this textbook. It covers Learning Objective 11.6.
*UPDATE: HP replaced Leo Apotheker (who himself was brought in from outside HP in Nov. 2010) with Meg Whitman as CEO in September of 2011.
*INSTRUCTOR: Embedded at the bottom of this slide is a 4-minute video by Professor Michael Beer on how high-commitment high-performance companies approach economic downturns.
http://bigthink.com/ideas/14909 *INSTRUCTOR: Embedded at the bottom of this slide is a 10-minute video by RSA about Daniel Pinks work on motivation and the surprising results that paying more actually yields lower performanceThe video is referenced in the text at the top of page 323. RSA Animate is well worth a look if you have not explored their video library yet. It can be found at: http://comment.rsablogs.org.uk/videos/ or their home website: http://www.thersa.org/ and searching for Animate.
http://www.youtube.com/watch?v=u6XAPnuFjJc *