1. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 12-1 Adaptive Organizational Design

2. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 12-2 Describe contemporary organizational designs. Discuss how organizations organize for collaboration. Explain flexible work arrangements used by organizations. Discuss organizing issues associated with a contingent workforce. Describe today’s organizational design challenges.

3. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 12-3 Contemporary Organizational Designs Team Structure - an organizational structure in which the entire organization is made up of work teams Matrix Structure - an organizational structure that assigns specialists from different functional departments to work on one or more projects

4. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 12-4 Exhibit 12-1 Contemporary Organizational Designs

5. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 12-5 Exhibit 12-2 Example of a Matrix Organization

6. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 12-6 Contemporary Organizational Designs (cont.) Project Structure - an organizational structure in which employees continuously work on projects Boundaryless Organization - an organization whose design is not defined by, or limited to, the horizontal, vertical, or external boundaries imposed by a predefined structure

7. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 12-7 Exhibit 12-1 Contemporary Organizational Designs (cont.)

8. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 12-8 Contemporary Organizational Designs (cont.) Virtual Organization - an organization that consists of a small core of full-time employees and outside specialists temporarily hired as needed to work on projects.

9. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 12-9 Contemporary Organizational Designs (cont.) Network Organization - an organization that uses its own employees to do some work activities and networks of outside suppliers to provide other needed product components or work processes. Learning Organization - an organization that has developed the capacity to continuously learn, adapt, and change

10. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 12-10 Exhibit 12-1 Contemporary Organizational Designs (cont.)

11. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 12-11 Organizing for Collaboration Internal Collaboration –Cross-functional team - a work team composed of individuals from various functional specialties. –Task force (or ad hoc committee) - a temporary committee or team formed to tackle a specific short-term problem affecting several departments.

12. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 12-12 Exhibit 12-3 Benefits and Drawbacks of Collaborative Work

13. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 12-13 Internal Collaboration (cont.) Communities of practice - groups of people who share a concern, a set of problems, or a passion about a topic, and who deepen their knowledge and expertise in that area by interacting on an ongoing basis.

14. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 12-14 Exhibit 12-4 Making Communities of Practice Work

15. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 12-15 External Collaboration Open innovation - opening up the search for new ideas beyond the organization’s boundaries and allowing innovations to easily transfer inward and outward. Strategic partnerships - collaborative relationships between two or more organizations in which they combine their resources and capabilities for some business purpose.

16. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 12-16 Exhibit 12-5 Benefits and Drawbacks of Open Innovation

17. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 12-17 Flexible Work Arrangements Telecommuting - a work arrangement in which employees work at home and are linked to the workplace by computer. Compressed workweek - a workweek where employees work longer hours per day but fewer days per week

18. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 12-18 Flexible Work Arrangements Flextime (or flexible work hours) - a scheduling system in which employees are required to work a specific number of hours a week but are free to vary those hours within certain limits. Job sharing - the practice of having two or more people split a full-time job.

19. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 12-19 Contingent Workforce Contingent workers - temporary, freelance, or contract workers whose employment is contingent upon demand for their services.

20. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 12-20 Today’s Organizational Design Challenges Keeping Employees Connected - mobile computing and communication technology have given organizations and employees ways to stay connected and to be more productive –e-mail, calendars, wireless networks, corporate databases, video conferences and web cams.

21. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 12-21 Today’s Organizational Design Challenges (cont.) Managing Global Structural Issues –When designing or changing structure, managers may need to think about the cultural implications of certain design elements –Formalization may be more important in less economically developed countries and less important in more economically developed countries where employees may have higher levels of professional education and skills

22. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 12-22 Review Learning Outcome 12.1 Describe contemporary organizational designs –Team structure - the entire organization is made up of work teams. –Matrix structure - assigns specialists from different functional departments to work on one or more projects being led by project managers –Project structure - Employees continuously work on projects.

23. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 12-23 Review Learning Outcome 12.1 (cont.) Virtual organization - consists of a small core of full-time employees and outside specialists temporarily hired as needed to work on projects Network organization - uses its own employees to do some work activities and networks of outside suppliers to provide other needed product components or work processes. Learning organization - one that has developed the capacity to continuously learn, adapt, and change

24. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 12-24 Review Learning Outcome 12.2 Discuss how organizations organize for collaboration. –Internal collaborative - structural options include cross-functional teams, task forces, and communities of practice –External - collaborative options include open innovation and strategic partnerships

25. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 12-25 Review Learning Outcome 12.3 Explain flexible work arrangements used by organizations. –Flexible work arrangements - give organizations the flexibility to deploy employees when and where they’re needed. –Structural options include telecommuting, compressed workweeks, flextime, and job sharing.

26. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 12-26 Review Learning Outcome 12.4 Discuss organizing issues associated with a contingent workforce. –Contingent workers are temporary, freelance, or contract workers whose employment is contingent on demand for their services

27. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education, Inc. publishing as Prentice Hall 12-27 Review Learning Outcome 12.5 Describe today’s organizational design challenges. –The two main organizational design challenges for today include keeping employees connected and managing global structural issues.