Organizational Structure A Quick, Informal Overview

Today’s Agenda Why we are here, hopes and outcomes for the day Brief introduction to organizational structure  Library roles and functions   Converging and diverging departments

Organizational Structure Organizational structure refers to the formalized arrangement of interaction between and responsibility for the tasks, people, and resources in an organization Communication, duties, decision-making It is most often seen as a chart, often a pyramidal chart, with positions or titles and roles in cascading fashion 11-3

Simple Organizational Structure CEO/Manager and a few employees Arrangement of communication, responsibilities, and tasks is informal and through direct supervision Commons to most businesses in this country Can be very demanding on the owner-manager 11-5

Types of Structures Functional Divisional Matrix Hierarchical or Flat Strategic Business Unit

Functional Organizational Structure Tasks, people, and technologies necessary to do the work of an organization are divided into separate “functional” groups (such as marketing, operations, and finance) Increasingly formal procedures for coordinating and integrating their activities to provide the products and services Can improve efficiency Challenges communication 11-7

Functional Organization Structures 11-8

Divisional Organizational Structure A set of autonomous or self-supporting units, or divisions, are governed by a central office but where each operating division has its own functional specialists who provide products or services different from those of other divisions Expedites decision making in response to varied environments Challenges communication 11-9

Divisional Organization Structure 11-10

Strategic Business Unit An adaptation of the divisional or functional structure whereby various divisions or parts of divisions are grouped together based on some common strategic elements, usually linked to distinct product / market differences 11-11

Matrix Organization Structure One in which functional and staff personnel are assigned to both a basic functional area and to a project or manager Intended to make the best use of talented people by combining the advantages of functional specialization and service or project specialization 11-12

Matrix Organization Structure 11-13

Trends Affecting Libraries @ UTC: Staffing and decision-making Positive, responsive, agile services, collections, policies Internet , cloud, mobile, etc Access versus ownership and physical versus electronic Emphasis on patron space, not book storage, and convenience 11-14

Why Look to Improve Structures Enhance communication Enhance support and coordination Balance the demand for control and autonomy, with the need for coordination and integration Create a flexible, responsive organization Enhance support to strategic, critical activities 11-15

Boundaries, Limit, Challenges Horizontal boundaries between different departments or functions in a firm. Vertical boundaries between operations and management, and levels of management, between “corporate” and “division” Our personalities (also a strength!) Money , time, staff size External impacts between a company and its customers, suppliers, partners, regulators, and competitors 11-16

Lots of options Teams - Networks - Virtual Upside or circular organizational chart Puts patrons at the top or center of any chart Put faculty and staff closer to the top or center of any chart Puts management at the bottom or at the edge of any organizational chart

Sample Organizational Chart

Another example

Another example

Public Library example

Big Library example

Today’s Agenda Why we are here, hopes and outcomes for the day Brief introduction to organizational structure  Library roles and functions   Converging and diverging departments