ROBBINS & JUDGE
ORGANIZATIONAL BEHAVIOUR
13TH EDITION
Chapter 16: Foundations of Organization Structure
Student Study Slideshow
Bob Stretch Southwestern College
Ch. 16
Organizational Structure
Chapter Learning Objectives
After studying this chapter, you should be able to:
Identify the six elements of an organizations structure. Identify the characteristics of a bureaucracy. Describe a matrix organization. Identify the characteristics of a virtual organization. Show why managers want to create boundaryless organizations. Demonstrate how organizational structures differ, and contrast mechanistic and organic structural models. Analyze the behavioral implications of different organizational designs. Show how globalization affects organizational structure.
What Is Organizational Structure?
How
job tasks are formally divided, grouped, and coordinated Elements:
Work specialization
Key
1.
2.
3. 4.
Departmentalization
Chain of command Span of control
5.
6.
Centralization and decentralization
Formalization
1. Work Specialization
The degree to which tasks in the organization are
subdivided into separate jobs Division of Labor
Can create greater economies and efficiencies but
not always
Exhibit 16-1
Makes efficient use of employee skills Increases employee skills through repetition Less between-job downtime increases productivity Specialized training is more efficient Allows use of specialized equipment
Work Specialization Economies and Diseconomies
Specialization can reach a point of diminishing
returns Then job enlargement gives greater efficiencies than does specialization
Exhibit 16-2
2. Departmentalization
The basis by which jobs are grouped together
Grouping Activities by:
Function
Product
Geography
Process
Customer
16-7
3. Chain of Command
Authority
The rights inherent in a managerial position to give orders and to expect the orders to be obeyed.
Chain of Command
The unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom.
Unity of Command
A subordinate should have only one superior to whom he or she is directly responsible
4. Span of Control
The number of subordinates a manager can efficiently
and effectively direct Wider spans of management increase organizational efficiency Narrow span drawbacks: Expense of additional layers of management Increased complexity of vertical communication Encouragement of overly tight supervision and discouragement of employee autonomy
5. Centralization and Decentralization
Centralization
degree to which decision making is concentrated at a single point in the organization. Decentralization The degree to which decision making is spread throughout the organization.
The
6. Formalization
The degree to which jobs within the organization are
standardized. High formalization Minimum worker discretion in how to get the job done Many rules and procedures to follow Low formalization Job behaviors are non-programmed Employees have maximum discretion
Organizational Structure Designs
12
Simple Structure Bureaucracy Matrix
Virtual
2
3 4
Simple Structure
A structure characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization
Bureaucratic Structure
A structure of highly operating routine tasks achieved through specialization, very formalized rules and regulations, tasks that are grouped into functional departments, centralized authority, narrow spans of control, and decision making that follows the chain of
command.
An Assessment of Bureaucracies
Strengths
Functional
Weaknesses
Subunit
economies of
scale Minimum duplication of personnel and equipment Enhanced communication Centralized decision making
conflicts with organizational goals Obsessive concern with rules and regulations Lack of employee discretion to deal with problems
Matrix Structure
A structure that creates dual lines of authority and
combines functional and product departmentalization
Key Elements
Gains the advantages of functional and product departmentalization while avoiding their weaknesses Facilitates coordination of complex and interdependent activities Breaks down unity-of-command concept.
Virtual Organization
A small, core organization that outsources
its major business functions Highly centralized with little or no departmentalization
Provides
maximum flexibility while concentrating on what the organization does best Reduced control over key parts of the business
New Design Options: Boundaryless Organization
An organization that seeks to eliminate the chain
of command, have limitless spans of control, and replace departments with empowered teams T-form Concepts Eliminate vertical (hierarchical) and horizontal (departmental) internal boundaries Break down external barriers to customers and suppliers
Mechanistic versus Organic Models
19
Mechanistic versus Organic Models
20
Mechanistic
Organic
High Specialization
Cross-functional teams
Rigid Departmentalization Cross-hierarchical teams Clear Chain of Command Free flow of information
Narrow Spans of Control
Centralization High Formalization
Wide Spans of Control
Decentralization Low Formalization
Why Do Structures Differ
1. Strategy
Innovation Strategy A strategy that emphasizes the introduction of major new products and services Organic structure best
Why Do Structures Differ
1. Strategy
Cost-minimization Strategy A strategy that emphasizes tight cost controls, avoidance of unnecessary innovation or marketing expenses, and price cutting Mechanistic model best
Why Do Structures Differ
1. Strategy
Imitation Strategy A strategy that seeks to move into new products or new markets only after their viability has already been proven Mixture of the two types of structure
Why Structures Differ
2. Organizational Size
As organizations grow, they become more mechanistic, more specialized, with more rules and regulations
Why Structures Differ
3. Technology How an organization transfers its inputs into outputs The more routine the activities, the more mechanistic the structure with greater formalization Custom activities need an organic structure
Why Structures Differ
4. Environment
Institutions or forces outside the organization that potentially affect the organizations performance
Three key dimensions: capacity, volatility, and complexity
Organizational Designs - Employee Behavior
Work specialization contributes to higher
employee productivity, but it reduces job satisfaction.
The benefits of specialization have decreased
rapidly as employees seek more intrinsically
rewarding jobs.
Organizational Designs - Employee Behavior
The effect of span of control on employee
performance is contingent upon individual differences and abilities, task structures, and other organizational factors. Participative decision making in decentralized organizations is positively related to job satisfaction. People seek and stay at organizations that match their needs.
