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Reframing Organizations, 4th ed.

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Presentation on theme: "Reframing Organizations, 4th ed."— Presentation transcript:

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


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