Lecture 5 Organizational Structure

Lecture 5 Organizational Structure - SESSION5...

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1 What are the elements of organizational structure?  How has the organizational landscape been changing  changes? SESSION 5 ORGANIZATIONAL STRUCTURE Chapter 4: Karakowsky Case: Pixar (p.167)
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2 ORGANIZATIONAL STRUCTURE A deliberately planned network or pattern of  relationships that exists among individuals in  various roles or positions
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3 Work specialization / Division of labour Functional   Social / Narrow   Wide Centralization High   Low Span of control Narrow   Wide Formalization High   Low ELEMENTS OF ORGANIZATIONAL  STRUCTURE
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4 Organizations as  Machines  ( classical  management approaches ) Rational and goal-oriented entities Emphasizes control, efficiency, formal rules  and structures Mechanistic structure Organizations as  Open Systems  ( behavioural  management approaches ) Social entities Interact with their environment Organic structure ORGANIZATIONAL METAPHORS
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5 ORGANIZATIONAL ARCHETYPES   Mechanistic Organic Division of labor Narrow Wide Centralization Centralized Decentralized Span of Control Narrow Wide Formalization High Low
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6 ORGANIZATIONAL STRUCTURE STRATEGY TECHNOLOGY ENVIRONEMNTAL UNCERTAINTY SIZE THE RATIONAL PERSPECTIVE
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7 DETERMINANTS OF ORGANIZATIONAL  STRUCTURE : SIZE  SMALL LARGE Division of Labor Wide  Narrow Centralization Centralized Decentralized Span of control Wide Narrow Formalization Low High
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8 DETERMINANTS OF ORGANIZATIONAL  STRUCTURE What kind of structure would be appropriate for the  following strategies: Focus on Innovation Cost leadership What kind of structure would be appropriate for  routine or non-routine technology ? What kind of structure would be appropriate for  static or dynamic environments ?
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9 THE ORGANIZATIONAL REVOLUTION Shift away from traditional mechanistic and bureaucratic  structures that offer: Reliability/Predictability Efficiency Control In favor of looser organic structures that allow greater: Flexibility/Adaptability Innovation Quicker response time  
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10 THE ORGANIZATIONAL REVOLUTION TRADITIONAL  BUREAUCRACY MODERN  ORGANIZATION Tall / Hierarchical Flatter Rigid, rule-oriented Fluid / Flexible Buffered from the  environment  Integrated /  Networked Local / regional Global
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RE-ENGINEERING business processes to achieve dramatic improvements in  measures of performance (cost, quality, service, speed) Hammer and Champy: Reengineering the  Corporation
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This note was uploaded on 09/28/2011 for the course ADMS 1000 taught by Professor Sumwaru during the Fall '09 term at York University.

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Lecture 5 Organizational Structure - SESSION5...

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