Leader as Structural Architect I

Leader as Structural Architect I - Leader as Structural...

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Leader as Structural Architect I - Entire firm: How do u divide labor , tasks , how do u put them in groupings , how do you coordinate across groupings so the whole firm functions well ?(called STRUCTURE OR DESIGN) - Org- most effective at dividing tasks and coordinating to get competitive advantage - 1900’s-1970- bureaucracy was the dominant struct in firms for efficiency o Served well for 70-80 yrs o With greater globality , uncertainty , more complex tech , more interdependent , need more innovation , flexibility , fast response time (bureacr bad at all this, although good at efficiency) o See revolution in structure - Elements of Structure - dividing, grouping, coordinating o Making decisions on different struct elements (design choices) o Work specialization - work increasing specialized to gain efficiency (economies of scale )- scientific management to today (tasks more specific and routine)_ ppl do a smaller part of the task , highly efficient, easy to train, don’t have to change equipment (no downtime), easy to replace ppl, drive down labor costs if simple routine job ‘70’s-80’s-specialized work started making ppl feel alienated , bored and meaninglessness , shotty workship less satisfaction , less performance , social consequ ow advantages See a movm towards enriched work - psych take over engineers- let ppl do a greater amnt of the task Historically: Over ramped specialization (overdone), and then pulled back In many tasks specialization good (manufacturing, but for knowledge work (enriched work and enlarged jobs) o Chain of command - lists authority structure of the firm - which level ppl have, which authority , who reports to whom , who you go to in order to resolve conflicts
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Historically- clear, unbroken chain of command from bottom to top, unity of command (each employee has one and only one boss )- look at org chart (can see what pwr ppl have, who they are related to, etc), clear hierarchy, unity of command Recent (last 20yr) need more flexibility, more innovation - better at coordinating across groups of specialists - chain of command becoming more informal, as we have been empowering ppl (decision making, employee involvement)- chain of command less important (Some org purposefully break the unity of command concept), sometimes at least 2 bosses o Span of control - hw many ppl report to manager - narrow (3-4 ppl ), broad (7- 10 ppl ), narrower the span the taller the hierarchy (need more levels of management) As spans become broader (less levels), flatter structure Historically spans are more narrow (added more layers of management) Assumed: 1. managers had to be there to control ppl 2. Managers could only control a small span of control Tall structures lead to miscommunication and conflict need to be more flexib, quicker in response, innovative broader spans of control (de-layered hierarchy) (push towards flatter structures /broader spans) this means u have to push pwr and decision making to teams (team
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Leader as Structural Architect I - Leader as Structural...

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