2. (c) Macmillan & Tampoe 2001 1 Strategic Management Macmillan and Tampoe OUP

3. (c) Macmillan & Tampoe 2001 2 Implementing Strategy Managing Structural Change

4. (c) Macmillan & Tampoe 2001 3 Organizational Structures Define the lines of control Define power flows Channel the forces that play on the organization Facilitate the forms the organization should take to create effective organizational capability

5. (c) Macmillan & Tampoe 2001 4 Organizational Forces The strategic drivers that dictate how an organization has to behave to achieve its strategic intent 7 forces identified by Mintzberg (1991) Direction – vision or intent of the organization Proficiency – ability to achieve results Innovation – implementation of new ideas Concentration – focused energy Efficiency – optimising use of resources and skills Co-operation – working together within and across corporate boundaries Competition – constructive conflict. Also speed of change and knowledge attrition

6. (c) Macmillan & Tampoe 2001 5 Organizational Forms The shape the organization needs to take to respond optimally to the forces 7 forms listed by Mintzberg (1991) Entrepreneurial – power in one individual Professional – centred on knowledge owners Adhocracy – project form Machine – process-driven, bureaucratic Ideological – belief centred Political – centred around conflicting aims Lateral – loosely linked around common aims Networked – hardwired around common aims

7. (c) Macmillan & Tampoe 2001 6 Organizational Structure – The Options Entrepreneurial Functional Divisionalized Matrix

8. (c) Macmillan & Tampoe 2001 7 Optimising the organizational structure Figure 21.1 here

9. (c) Macmillan & Tampoe 2001 8 People and Structure Structures organise people into groups to harness collective effort, skill and capability Forms of people Groups – people but acting singly but harnessed by process, ideology etc. Teams – co-located interdependent people acting in concert within normal organizational setting Project Teams - co-located interdependent people acting in concert to achieve new aims Distributed Teams – loosely knit by need but not co- located

10. (c) Macmillan & Tampoe 2001 9 Structure and Leadership Style Some style options Paternalistic – high emotional content Scientific – high rational, logical content Participative – high democratic style Dictatorial – strongly authoritative Regal – aloof and distant Involved – ‘walking the floor’ Interfering – ‘meddling’ unproductively Structures may influence leadership styles

11. (c) Macmillan & Tampoe 2001 10 Organizational Capability 7 elements of organizational capability (Pascale and Athos 1983) Strategy Style Systems Shared Values Staff Skills Structure

12. (c) Macmillan & Tampoe 2001 11 Five steps to determine Organizational Structure Determine the change in strategic intent Determine the new organizational capability Determine the predominant forces and forms best suited the organization Determine leadership style and culture Define the formal structure