Reframing Organizations, 4th ed.

Structure and Restructuring Chapter 4 Structure and Restructuring

Structure and Restructuring Structural Dilemmas Structural Configurations Generic Issues in Restructuring Why Restructure? Making Restructuring Work Three Case Examples

Structural Dilemmas Differentiation versus Integration Gaps versus Overlaps Underuse versus Overload Lack of Clarity versus Lack of Creativity Excessive Autonomy versus Excessive Interdependence Too Loose versus Too Tight Goalless versus Goal bound Irresponsible versus Unresponsive

Structural Configuration Mintzberg’s Fives Strategic apex Middle management Operating core Techno structure Support staff

Mintzberg’s Structural Configurations Simple Structure Machine Bureaucracy Professional Bureaucracy Divisionalized Form Adhocracy

Mintzberg’s Structural Configurations Simple Structure Machine Bureaucracy Professional Bureaucracy Divisionalized Form Adhocracy

Mintzberg’s Structural Configurations Simple Structure Machine Bureaucracy Professional Bureaucracy Divisionalized Form Adhocracy

Mintzberg’s Structural Configurations Simple Structure Machine Bureaucracy Professional Bureaucracy Divisionalized Form Adhocracy

Mintzberg’s Structural Configurations Simple Structure Machine Bureaucracy Professional Bureaucracy Divisionalized Form Adhocracy

Helgesen’s Web of Inclusion Emphasis on lateral relationships rather than hierarchy Leadership at the center rather than at the top Web builds from the center out through a network of interconnections

Generic Issues in Restructuring: each component exerts distinct pressures Strategic apex: pushes for more alignment, centralization Middle managers try to protect autonomy and room to run their own unit Techno structure pushes for standardization, believes in measurement and monitoring Support staff prefers less hierarchy, more collaboration

Why Restructure? The environment shifts Technology changes Organizations grow Leadership changes Troubled firms Impulsive firms Stagnant bureaucracies Headless giants

Making Restructuring Work: Three Case Examples Citibank’s Back Room Kodak’s Black and White Division Beth Israel Hospital

Conclusion Organization’s structure represents its effort to align internal processes with its external environment while balancing structural dilemmas Mintzberg: structural configurations align with different tasks and environments Changes in environment pressure organization to realign structure In the short term, restructuring produces resistance, confusion, performance gaps Long run success depends on how well structure aligns with environment