1. Reframing Organizations, 4th ed.

2. Structure and Restructuring
Chapter 4
Structure and Restructuring

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

4. 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

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

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

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

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

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

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

11. 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

12. 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

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

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

15. 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