1. Recent Issues in Management CHAPTER- 1

2. An Important Issue: Structure But structures can differ Due to choice Due to national laws The words used to describe them also can differ Organization chart, design, structure The way they are drawn can differ pyramid, sideways pyramid, circle

3. The Structural Configuration is the skeleton of the organization reflects corporate governance is intended to meet organizational objectives arises out of strategic directions and causes managers to ask: – what structure will best aid us in meeting our strategy and objectives?

4. Restructuring Occurs for Many Reasons Turnover in top management Competitive positioning Mergers and/or acquisitions Cost-savings Even the illusion of managerial control

5. The Illusion of Managerial Control “We trained hard—but it seemed that every time we were beginning to form up into teams, we would be reorganized. I was to learn later in life that we tend to meet any new situation by reorganizing; and a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency, and demoralization.” –Petronius Arbiter, 210 B.C.

6. Structural Choice is Important Because it focuses attention on particular areas shapes how resources will be used directs communication flows defines control and other processes illustrates people’s roles relative to others’ roles

7. Your Job Understand organizational Issues and objectives (articulated in the varied levels of strategy) Analyze the structure Assess the match between organizational strategies and structures

8. Top Managers Answer to a Power Greater than Themselves God or conscience in a wholly owned private firm The family in a family owned firm The Board in a publicly owned firm: – U.S. boards often are chaired by the CEO – Boards in every company usually are chaired by a non executive – European companies often have a two-tier board In some countries, duties are split between supervisory and management boards Spain and France often use an executive committee

9. Beneath the Board are Several Structural Types Intra and interorganizational networks Special cases Functional, divisional, hybrids

10. Networks Intraorganizational networks internal networks shamrock spiderwebs Interorganizational networks – strategic alliances – joint ventures – partial acquisitions/mergers – cross-sector partnerships

11. Special Cases Family structure Holding companies Virtual structure

12. Except for “born globals,” Most Companies Grow into Expansion

13. Most Common Structural Types Among Global Firms are: Functional structure Divisional structure Hybrid structures – Combined functional/divisional structure – Matrix structure

14. Global Functional Structure

15. Divisional Structure Can Take Different Forms Product Geographic Customer group served

16. Global Geographic Division Structure

17. Global Product Structure

18. Hybrids Often Emerge to Deal with Problems of Functional and Divisional Forms Matrix forms are hybrids Some hybrids combine a mostly functional structure with one or more important products or markets, e.g., North America Some hybrids combine a mostly divisional structure with one or more important functions, e.g., marketing

19. We Use a Matrix to Organize Roles and Relationships in Business Education

20. Global Matrix Structure

21. Combined Functional and Divisional Structure Danone Group, 2003 Chair and CEO Vice Chair and COO General Secretary Exec VP, Finance Exec VP, Fresh Dairy Exec VP, Water Exec VP, Biscuits and Cereal Snacks Exec VP, Asia-Pacific Exec VP, Intl Strategy

22. Intraorganizational Structures spiderwebs internal networks shamrocks horizontal keiretsu chaebol

23. Mitsubishi Group Network This is a rather old photograph, but it shows the interrelationship between banks and corporations in the Japanese keiretsu style. This structural style has been traditional to Japan and it is facilitated by other factors. For example, one reason it is somewhat easier to manage this network is that most of the companies shown on it are in close physical proximity (shown on the

24. Mitsubishi Village

25. Interorganizational Structures Strategic alliances Joint ventures Partial acquisitions

26. Special Cases Family structures—usually hierarchical with a patriarch/matriarch or a set of family members who divide tasks according to skill or obligation Structures that arise out of national tradition— German firms always have union representation and two levels of boards Holding companies Virtual organizations