Structural Frame Melissa Strickland Joey Briggs Chad Geary.

Slides:



Advertisements
Similar presentations
Management, Leadership, & Internal Organization………..
Advertisements

Reframing Organizations, 4th ed.
Chapter Thirteen Organization Design.
Reframing Organizations, 3 rd ed.. Chapter 3 Getting Organized.
Organizational Structure
Organizing The process of arranging people and other resources to accomplish tasks in service of a common purpose...to Facilitate the Plan. When well done,
Reframing Organizations, 4 th ed.. Chapter 5 Organizing Groups and Teams.
Reframing Organizations, 4th ed.
* * Chapter Eight Adapting Organizations to Today’s Markets McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter 11 – Organizational Structure & Controls
Supervision in Organizations
Public Management Organizational Structure Thursday, July 02, 2015 Hun Myoung Park, Ph.D. Public Management & Policy Analysis Program Graduate School of.
Describe six key elements in organizational design
Organizational structures
Managing Organizational Structure and Culture
Designing Organizational Structure: Specialization and
Organization Structure and Design
Fundamentals of Organization Structure
Chapter 15 Organizational Design & Structure Nelson & Quick
Organizational Structure. LEARNING OBJECTIVES Explain the roles of formalization, centralization, levels in the hierarchy, and departmentalization in.
Foundation of Organizational Design
ORGANIZATIONAL STRUCTURE
ORGANIZATIONAL ASPECT. STRUCTURING AN EFFECTIVE ORGANIZATION An organization structure is the way in which the tasks and subtasks required to implement.
Departmentalization by simple numbers
Management organization
1 There are a number of organization designs, including many combinations or hybrids of models. Seven designs are shown below: Process Centered Front End.
McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Organization Structure Chapter 08 McGraw-Hill/Irwin Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.
Chapter 5 Organizing Groups and Teams. I. Tasks and linkages in small groups II. Teamwork and interdependence III. Determinants of successful teamwork.
Organizational Structure and Design
Chapter 10: Foundations of Organizational Design
Basic Organizational Design
CREATING EFFECTIVE ORGANIZATIONAL STRUCTURE.. Traditional Forms of Organizational Structure Organizational structure  refers to formalized patterns of.
Organizational Structure and Controls Organizational structure specifies: –The firm’s formal reporting relationships, procedures, controls, and authority.
Organizational Structure & Design Ch 10. Defining Organizational Structure Organizational Structure  The formal arrangement of jobs within an organization.
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
. Organizing is that part of managing that involves establishing an organizational structure of roles for people to fill in an organization.
Organizing Organizational Structures. Organizing Organizing is one of the four management functions (what are the other three?) “What parts connect to.
Organization An Organizational Perspective on Work.
11-1 Chapter 11 – Organizational Structure & Controls.
1 Copyright 2004 Prentice Hall Organizational Theory, Design, and Change Text and Cases Fourth Edition Gareth R. Jones.
Chapter 10 Designing Adaptive Organizations. Organizing The deployment of organizational resources to achieve strategic goals  Division of labor  Lines.
Chapter 8 Management, Leadership, and Internal Organization Learning Goals Define management and the skills necessary for managerial success. Explain the.
Organizing Process a course of action, a route, a progression Structure an arrangement, a configuration, a construction.
The Structural Frame. B&D's structural frame focuses on how reporting relationships and hierarchies develop in response to an organization's tasks and.
Fundamentals of Organization Structure
Chapter 10 Designing Adaptive Organizations. Organizing The deployment of organizational resources to achieve strategic goals  Division of labor  Lines.
MultiMedia by Stephen M. Peters© 2002 South-Western Organizational Design.
MGT 321: Organizational Behavior
Fundamentals of Organization Structure
Planning and Organizing Chapter 13. The Planning Function Planning for a business should stem from the company’s Business Plan – The business plan sets.
SM Sec.1 Dated 13/11/10 STRATEGY & STRUCTURE Group 3.
Managing Organizational Structure and Culture Chapter 10.
Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Chapter 15 Organizational Behavior: Foundations, Realities, & Challenges.
CHAPTER 11 ORGANIZATIONAL DESIGN AND WORK PROCESSES BOH4M1.
Reframing Organizations, 3 rd ed.. Chapter 5 Organizing Groups and Teams.
Reframing Organizations, 3 rd ed.. Chapter 5 Organizing Groups and Teams.
Designing Organizational Structures
Starter Activity Name 3 types of organisation structure
Managing the Structure and Design of Organizations
Chapter 10: Foundations of Organizational Design
Chapter 15 Organizational Behavior Nelson & Quick 6th edition
Designing Adaptive Organizations
Designing Organizational Structure
Managing the Structure and Design of Organizations
Organization Size, Life Cycle, and Control
Structure and Design of Organizations
As we grow, what should our business look like?
Organizational Design and Structure
Reframing Organizations, 5th ed.
Presentation transcript:

Structural Frame Melissa Strickland Joey Briggs Chad Geary

Lenses- focus, filter some things and allow others to pass through, help us order experiences. Frames

Tools- Strengths and limitations. Wrong tool gets in the way; right tool makes the job easier. Frames -Possess a tool but know how to use it well.

The structural frame focuses on an organization's goals. Its main components are: -Organizations exist to attain goals, -An organization's structure should be designed to fit circumstances, -Specialization leads to peak performance, -Coordination and control are essential Problems that arise can solved by restructuring. Structural Frame

1. Exist to achieve goals and objectives 2. Work best when rationality prevails over agendas 3. Increase efficiency through specialization and division of labor Structural Assumptions 4.Have structures to fit goals and objectives 5. Have coordination and controls to align work to goals and objectives 6. Need restructuring to remediate problems and performance gaps

Frederick W. Taylor, father of time-and-motion studies Scientific Management Get the most out of every second Origins of Structural Perspective

Max Weber "Monocratic Bureaucracy" Several major features of model: o Fixed division of labor o Hierarchy of offices o Set of rules governing performance o Separation of personal from official property and rights o Use of technical qualifications for selecting personnel o Employment as primary occupation and long-term career Origins Continued...

Design issues of organizational structure: differentiation—how to allocate work & integration— how to coordinate roles & units A job or position channels behavior by prescribing (job descriptions, procedures, routines, or rules) what someone is to do—or not do—to accomplish a task Formal constraints can be burdensome, leading to apathy, absenteeism, and resistance, but they help ensure predictability, uniformity, and reliability Basic Structural Tensions

Authority—integrating the efforts of individuals, units, or divisions by designating someone formally “in charge” Rules & policies—with standards & standard operating procedures limit discretion & help ensure predictability & uniformity Planning & control systems—performance control imposes output objectives without specifying how the results are to be achieved— action planning specifies methods & time frames for decisions & action s Vertical Coordination

Meetings-formal & informal communication Task Forces-collaboration among specialties or functions Coordination Roles-use of persuasion or negotiation to help others integrate their efforts Matrix Structures-crosscutting coordination responsibilities Networks-lateral communication devices Lateral Coordination

Goals in mind Environment Talents of workforce Available resources Designing A Structure That Works

vs A Structural Odd Couple

For forty years after its founding in the 1950's the company was an unstoppable growth engine that came to dominate the fast-food industry However, McDonald's is: Highly Centralized Most decisions made from the top Employees have limited discretion McDonald's

Harvard University is also highly successful. However, unlike McDonald's, it is significantly more decentralized. Each school has its own dean They have fiscal autonomy Each Professor has enormous discretion They control what courses they teach They do their own research Harvard University

Why do McDonald's and Harvard have such radically different structures? Is one more effective than the other? Questions to consider

There is no such thing as an ideal structure Every organization needs to respond to a universal set of parameters called Structural Imperatives that include: o Size and Age o Core process o Environment o Strategy and goals o Information Technology o Nature of the workforce The Facts

Complexity and formality increase with size and age of an organization Smaller organizations need less control or restraint Bigger organizations will need tighter controls and more centralization 1) Size and Age

Structure is ideally built around an organization's basic method of transforming raw materials into finished products Assembling a Big Mac Relatively routine and programmed Task is clear Most problems are known in advance and success is high 2) Core Process

High-technology electronics firms confront a much higher degree of uncertainty New products may be obsolete in 6 months or less Uncertainty presses for new roles and flexible approaches to vertical coordination to

Stable environments reward centralized structure Uncertain, turbulent environments requires a more complex, decentralized structure or 3) Environment

Strategic decisions are future oriented, concerned with long-term direction Major tasks of organizational leadership include: o Determined long-range goals o Objectives of an organization o Allocation of resources necessary to carry out the goals 4) Strategy and Goals

N ew technologies continue to revolutionize the amount of information available and the speed at which it travels The information-based organization needs far fewer levels of management than the traditional command- and-control organizations to 5) Information Technology

A better-educated workforce expects and often demands more freedom in daily work routines o Trying to tell a Harvard professor what to teach is an exercise in futility o In contrast, giving too much discretion to a youthful, low-skilled Mcdonald's worker could become a disaster 6) Nature of the Workforce

Operating Core (workers who provide service/teachers) Administrative Component (principals/foremen/middle management) Senior Managers (superintendent/schoolboard) Specialists (technicians/analysts) Support Staff (nurses/custodians/secretaries) Structural Configuration Mintzberg's five-sector logo

Start-up/mom & pop operation Two Levels - Strategic apex & Operating level Virtue - flexibility/adaptability/1 or 2 people run the show Vice - boss too close to operations/authority may block change Simple Structure

Important decisions are made at the strategic apex Day-to-day operations are controlled by managers & standardized procedures Large support staffs & technostructure Example: McDonalds Challenges: 1. Motivate/satisfy workers without undermining consistency/uniformity 2. Constant tension between headquarters and local managers Machine Bureaucracy

Operating core is larger than other structural parts Few managerial levels exist between the strategic apex and the professors - creates a flat, decentralized profile. Example: Harvard Challenges: 1. n Quality control and coordination 2. Responds slowly to change Professional Bureaucracy

Quasi-autonomous units (multispecialty hospital) serve defined markets Division heads (presidents) are accountable to the corporate office As long as the division performs, they have free rein Benefits: 1. Offers economies of scale, resources, and responsiveness while controlling economic risks Challenges: 1. Headquarters may lose touch with operations 2. Headquarters wants oversight & divisional managers try to evade corporate control. Divisionalized Form

Loose, flexible, and organic structure Characteristics: 1. Don’t believe in hierarchy, rule books, dress codes, etc… 2. Ambiguous authority structure 3. Unclear objectives 4. Contradictory assignments Adhocracy

Organizational structure form more circular than a defined hierarchical pyramid (spider web) 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 Helgeson's Web of Inclusion

Restructuring must take into account structural configurations Each component exerts distinct pressures. o Strategic apex pushes for more alignment, centralization. o Middle managers try to protect autonomy and room to run their own units. o Technostructure pushes for standardization, believes in measurement and monitoring. o Support staff prefers less hierarchy, more collaboration. Issues in Restructuring

The environment shifts (regulation/compliance) o Example: Health Insurance Portability and Accountability Act (HIPPA) Technology changes o Example: Boeing’s shift from piston to jet engines o Example: Automotive mfg shift to hybrid cars Organizations grow Leadership changes Why Restructure

Citibank’s “back room” Back room structure - machine bureaucracy (ex. McDonalds) Issues: o Productivity, errors, expenses rising 20% per year Phases: o Phase 1 – Implemented new computer system for control and forecasting o Phase 2 – Studied how the back room’s processes worked o Phase 3 – Broke pipeline into smaller lines (different product) with managers for each line Challenges: o Technical core strongly resisted the intrusion Making Restructuring Work

Emphasized customers and employees Historic Roots Competition o Low morale o High costs o Threats o Declining customer service Six flows Need for Change

Top down management Poor patient care High turn-over Change from pyramid system to inclusive web Implementing Care Teams Structural Change

One person has authority Top down management o Production delays o Slow communication o Frustrated employees & customers One Boss

Two individuals given authority over specific areas of the groups work o Reduces boss's control o Slows communications o Erodes morale o Decrease performance Dual Authority

Middle Management Friction Limits access to the top Simple Hierarchy

Information flows sequentially Deal with only two others  Requires strong links  Easier management  Can be bogged down Circle Network

Multiple connections Information flows High morale Requires effective communication skills All Channel Network

Team Sports o Every competition calls for its own unique patterns of interactions o Unique team structures are required  Baseball  Football  Basketball Teamwork and Interdependence

Individual goals Loosely integrated Individual efforts are mostly independent Manager's decision are tactical Managers come and go Players transfer with ease Baseball

Perform in close proximity Each play involves every player Efforts are linked in prearranged plan Special teams Individual efforts tightly coordinated Strategic decisions made by head coach Tactical decisions made by others (assistant coaches, players) Football

Operate in closer proximity Rapid transitions (offense-defense) Individual efforts depends on others Spontaneous, mutual adjustments Move in emerging pattern Newcomers experience difficulty in adjusting Individual "I" becomes collective "we" Basketball

What is the nature and degree of dealings among individuals? What is the spatial distribution of unit members? Given a group's objectives and constraints, where does authority reside? How is coordination achieved? Which word best describes the required structure; conglomerate, mechanistic or organic? What sports expression captures the task of management? Determinants of Successful Teamwork

Katzenbach and Smith o Interviewed hundreds of people on more than 50 teams (Motorola, HP, Girls Scouts) in developing their book The Wisdom of Teams "A team is a small number of people with complementary skills, who are committed to a common purpose, set of performance goals and approach for which they hold themselves mutually accountable." Team Structure and Top Performance

High-performing teams shape purpose in response to a demand or an opportunity placed in their path, usually by higher management. High-performing teams translate common purpose into specific, measurable performance goals. High-performing teams are of manageable size. (2 to 25 people) High-performing teams develop the right mix of expertise. High-performing teams develop a common commitment to working relationships. Member of high-performing teams hold themselves collectively accountable. Characteristics of High-Quality Teams (Katzenbach and Smith)

Manage themselves Assign jobs to members Plan and schedule work Make productive service related decisions Take action to remedy problems Self-Managing Teams

Examples of Self-Managing Teams

Classic Multi-decade Example