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Contemporary
Management
Chapter Organizing:
7 Designing Organizational Structure
Figure 7.1
© Copyright 2004 McGraw-Hill. All rights reserved. 7–6
Determinants of Structure
• The Organizational Environment
The quicker the environment changes, the more
problems face managers.
Structure must be more flexible (i.e., decentralized
authority) when environmental change is rapid.
Figure 7.3
© Copyright 2004 McGraw-Hill. All rights reserved. 7–18
Divisional Structures
• Divisional Structure
An organizational structure composed of separate
business units within which are the functions that
work together to produce a specific product for a
specific customer.
• Divisions create smaller, manageable parts of a firm.
• Divisions develop a business-level strategy to
compete.
• Divisions have marketing, finance, and other
functions.
• Functional managers report to divisional managers
who then report to corporate upper management.
Figure 7.4
© Copyright 2004 McGraw-Hill. All rights reserved. 7–23
Viacom’s 2001
Product
Structure
Figure 7.6a
© Copyright 2004 McGraw-Hill. All rights reserved. 7–27
Product Team Design Structure
• Product Team Structure
The members are permanently assigned to the
team and empowered to bring a product to market.
• Avoids problems of two-way communication and the
conflicting demands of functional and product team
bosses.
Cross-functional team is composed of a group of
managers from different departments working
together to perform organizational tasks.
Figure 7.6b
© Copyright 2004 McGraw-Hill. All rights reserved. 7–29
Coordinating Functions and Divisions:
Allocating Authority
• Authority
The power to hold people accountable for their
actions and to make decisions concerning the use
of organizational resources.
• Hierarchy of Authority
An organization’s chain of command, specifying the
relative authority of each manager.
• Span of Control: refers to the number of workers a
manager manages.
Figure 7.7
Figure 7.8a
© Copyright 2004 McGraw-Hill. All rights reserved. 7–34
Tall Organizations
Figure 7.8b
© Copyright 2004 McGraw-Hill. All rights reserved. 7–35
The Minimum Chain of Command
• Managers should carefully evaluate:
Do the organization have the right number of
middle managers?
Can the structure be altered to reduce levels?
• Centralized and Decentralized of Authority
Decentralization puts more authority at lower levels
and leads to flatter organizations.
• Works best in dynamic, highly competitive
environments.
Stable environments favor centralization of
authority.
Figure 7.9
© Copyright 2004 McGraw-Hill. All rights reserved. 7–37
Externally cooperative linkage
Strategic Alliances and Network Structures
• Strategic Alliance
An agreement in which managers pool or share
firm’s resources and know-how with a foreign
company and the two firms share in the rewards
and risks of starting a new venture.
• Network Structure:
A series of strategic alliances that an organization
creates with suppliers, manufacturers, and
distributors to produce and market a product.
Network structures allow firms to bring resources
together in a boundary-less organization.