Академический Документы
Профессиональный Документы
Культура Документы
Managing Organizational
Structure and Culture
McGraw-Hill/Irwin
Contemporary Management, 5/e
Learning Objectives
Identify the factors that influence
managers choice of an organizational
structure.
Explain how managers group tasks into
jobs that are motivating and satisfying for
employees.
Describe the types of organizational
structures managers can design, and
explain why they choose one structure
over another.
10-3
Learning Objectives
Explain why managers must coordinate
jobs, functions, and divisions using the
hierarchy of authority and integrating
mechanisms
List the four sources of organizational
culture and differentiate between a
strong, adaptive culture and a weak,
inert culture
10-4
Organizational Structure
Organizational Architecture
The organizational structure, control
systems, culture, and human resource
management systems that together
determine how
efficiently and
effectively
organizational
resources are used.
10-5
Organizational Structure
Formal system of task and reporting
relationships showing how workers use
resources.
10-6
10-7
Figure 10.1
10-8
10-9
10-11
10-12
10-13
10-14
Job Design
Job Design
The process by which managers decide
how to divide tasks into specific jobs.
The appropriate division of labor results in
an effective and efficient workforce.
10-16
Question?
What is the process of reducing the tasks
each worker performs?
A. Job simplification
B. Job enlargement
C. Job enrichment
D. Job enhancement
10-17
Job Design
Job Simplification
The process of reducing the tasks each
worker performs.
Too much simplification and boredom
results.
10-18
Job Design
Job Enlargement
Increasing the number of different tasks in a
given job by changing the division of labor
Job Enrichment
Increasing the degree of responsibility a
worker has over a job
10-19
Job Enrichment
1. Empowering workers to experiment to
find new or better ways of doing the job
2. Encouraging workers to develop new
skills
3. Allowing workers to decide how to do
the work
4. Allowing workers to monitor and
measure their own performance
10-20
Figure 10.2
10-21
Task identity
Task significance
Autonomy
Feedback
10-22
10-23
10-24
Functional Structure
Advantages
Encourages learning from others doing
similar jobs.
Easy for managers to monitor and evaluate
workers.
Allows managers to create the set of
functions they need in order to scan and
monitor the competitive environment
10-25
Functional Structure
Disadvantages
Difficult for departments to communicate
with others.
Preoccupation with own department and
losing sight of organizational goals.
10-26
The
Functional
Structure of
Pier 1
Imports
Figure10.3
10-27
Divisional Structures
Divisional Structure
Managers create a series of business units
to produce a specific kind of product for a
specific kind of customer
10-28
Product,
Market, and
Geographic
Structures
Figure 10.4
10-29
10-30
Product Structure
Allows functional managers to specialize
in one product area
Division managers become experts in
their area
Removes need for direct supervision of
division by corporate managers
Divisional management improves the
use of resources
10-31
10-33
Figure 10.5
10-34
10-35
Matrix Structure
Figure 10.6
10-37
Discussion Question?
Which is the most effective and efficient
organizational structure?
A. Matrix structure
B. Divisional structure
C. Market structure
D. Geographic structure
10-38
10-39
10-40
Figure 10.6
10-41
Hybrid Structures
Hybrid Structure
The structure of a large organization that
has many divisions and simultaneously
uses many different organizational
structures
10-42
Figure 10.7
10-43
Question?
What is the power vested in a manager to
make decisions?
A. Power
B. Influence
C. Authority
D. Control
10-44
Coordinating Functions:
Allocating Authority
Authority
The power vested in a manager to make
decisions and use resources to achieve
organizational goals by virtue of his position
in an organization
10-45
Coordinating Functions:
Allocating Authority
Hierarchy of Authority
An organizations chain of command,
specifying the relative authority of each
manager.
Span of Control: the number of
subordinates who report directly to a
manager
10-46
Allocating Authority
Line Manager
Someone in the direct line or chain of
command who has formal authority over
people and resources
Staff Manager
Managers who are functional-area
specialists that give advice to line
managers.
10-47
The
Hierarchy
of Authority
and Span
of Control
at
McDonalds
Corporatio
n
Figure 10.8
10-48
Tall Organizations
Figure 10.9
10-50
10-51
Flat Organizations
Figure 10.9
10-52
10-53
10-54
Decentralizing Authority
Disadvantages
Teams may begin to pursue their own goals
at the expense of organizational goals
Can result in a lack of communication
among divisions
10-55
Integrating Mechanisms
Figure 10.10
10-56
Organizational Culture
Organizational culture
shared set of beliefs, expectations, values,
and norms that influence how members of
an organization relate to one another and
cooperate to achieve organizational goals
10-57
Figure 10.11
10-58
Characteristics of Organizational
Members
Ultimate source of organizational culture
is the people that make up the
organization
Members become similar over time
which may hinder their ability to adapt
and respond to changes in the
environment
10-59
Organizational Ethics
Organizational Ethics
moral values, beliefs, and rules that
establish the appropriate way for an
organization and its members to deal with
each other and people outside the
organization
10-60
Employment Relationship
Human resource policies:
Can influence how hard employees will
work to achieve the organizations goals,
How attached they will be to it
Whether or not they will buy into its values
and norms
10-61
Organizational Structure
In a centralized organization:
people have little autonomy
norms that focus on being cautious, obeying
authority, and respecting traditions emerge
predictability and stability are desired goals
10-62
Organizational Structure
In a flat, decentralized structure:
people have more freedom to choose and
control their own activities
norms that focus on being creative and
courageous and taking risks appear
gives rise to a culture in which innovation
and flexibility are desired goals.
10-63
10-64
10-65
10-66