Download - Organizational Structure and Culture
WHAT IS ORGANISATIONAL STRUCTURE
Definition:
An Organisational structure is where job tasks are formally divided, grouped, and coordinated.
Key Elements:
• Work specialization
• Departmentalization
• Chain of command
• Span of control
• Centralization and decentralization
• Formalization
WHAT IS ORGANISATIONAL STRUCTURE (CONT’D) Work Specialization
The degree to which tasks in the organization are subdivided into separate jobs.
Division of labor:
• 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.
WHAT IS ORGANISATIONAL STRUCTURE (CONT’D)
Departmentalization
The basis by which jobs are grouped together.
Grouping Activities By:
• Function
• Product
• Geography
• Process
• Customer
WHAT IS ORGANISATIONAL STRUCTURE (CONT’D)
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.
WHAT IS ORGANISATIONAL STRUCTURE (CONT’D)
Span of ControlThe number of subordinates a manager can efficiently and effectively direct.
Concept: 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
WHAT IS ORGANISATIONAL STRUCTURE (CONT’D)
Centralization The 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. Formalization The degree to which jobs within the
organization are standardized.
COMMON ORGANIZATION DESIGNS (CONT’D)
Bureaucracy
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.
THE BUREAUCRACY
Strengths Functional economies of scale Minimum duplication of personnel and
equipment Enhanced communication Centralized decision making
Weaknesses Subunit conflicts with organizational goals Obsessive concern with rules and regulations Lack of employee discretion to deal with
problems
TYPES OF ORGANIZATIONAL STRUCTURE
Functional structure: Groups people together because they hold
similar positions in organization, perform similar set of tasks, or use the same kind of skills. It also allows an organization to be effective
FUNCTIONAL STRUCTURE
Advantages :
1. Easy communication among specialists
2. Quick decisions
3. Learning
4. Facilitates performance evaluation for supervisor
5. Facilitates performance evaluation for peers
6. Creates teamwork
7. Creates a career ladder
Disadvantages:8. Serving needs of all products9. Coordination10. Serving needs of all regions
DIVISIONAL STRUCTURE
Divisional structure: Overlays functional groupings, allows an organization to coordinate intergroup relationships more effectively than functional structure. It can be a product, market or geographic divisional structure
Product : Each product division contains the functions necessary to the service or specific goods it produces
Market: The group functions into divisions that can be responsive to the needs of particular types of customers
Geographic: The group functions into regional divisions to service customers in different geographical areas
DIVISIONAL STRUCTURE
Advantages:
1. Quality products and customer service
2. Facilitates communication
3. Customized management and problem solving
4. Facilitates teamwork
5. Facilitates decision making
6. Clear connection between performance and reward
7. Customized service
8. Identification with division
Disadvantages:9. High operating and managing costs10. Poor communication between divisions11. Conflicts among divisions
MATRIX STRUCTURE
Concept: It is a complex form of organization used to
control their activities results in matrix structure. It simultaneously groups people into two ways – by the function of which they are member and by the product team on which they are currently working. They have two bosses: functional boss and product boss
MATRIX STRUCTUREAdvantages: Facilitates rapid product development Maximizes cooperation and communication between
members Facilitates innovation and creativity Facilitates face-to-face problem solving Provides a work setting in which managers can decide to
solve non-programmed problems Facilitates frequent product changes of membership in
product teams Freedom and autonomy to take responsibility for their work
activities
Disadvantages: Increase role conflict and role ambiguity High levels of work stress Limited opportunities for promotion
NEW DESIGN OPTIONS (CONT’D)
Virtual Organization
A small, core organization that outsources its major business functions.
Highly centralized with little or no departmentalization.
Concepts:
Advantage: Provides maximum flexibility while concentrating on what the organization does best.
Disadvantage: Reduced control over key parts of the business.
WHY DO STRUCTURES DIFFER?
Mechanistic Model
A structure characterized by extensive departmentalization, high formalization, a limited information network, and centralization.
Organic Model
A structure that is flat, uses cross-hierarchical and cross-functional teams, has low formalization, possesses a comprehensive information network, and relies on participative decision making.
ORGANIZATIONAL CULTURE
Definition
A common perception held by the organization’s members; a system of shared meaning.
Elements Symbols: décor, signs, clothing Language: use of terminology Standards of behavior: meetings Slogans: sayings Heroes: those who embody the culture Mythology: stories that are repeated Ceremonies: special events, celebrations
DO ORGANIZATIONS HAVE UNIFORM CULTURES?
Dominant Culture
Expresses the core values that are shared by a majority of the organization’s members.
Subcultures
Minicultures within an organization, typically defined by department designations and geographical separation.
DO ORGANIZATIONS HAVE UNIFORM CULTURES? (CONT’D)
Core Values
The primary or dominant values that are accepted throughout the organization.
Strong Culture
A culture in which the core values are intensely held and widely shared.
LEVELS OF ORGANIZATIONAL CULTURE Underlying assumptions
Unspoken and unconscious but guide action
Espoused valuesStated in mission, ethical codes, etc.
ArtifactsVisible evidence of assumptions in
behavior, rituals, myths, etc.
WHAT IS ORGANIZATIONAL CULTURE? (CONT’D)
Culture Versus Formalization
A strong culture increases behavioral consistency and can act as a substitute for formalization.
Organizational Culture Versus National Culture
National culture has a greater impact on employees than does their organization’s culture.
Nationals selected to work for foreign companies may be a typical of the local/native population.
WHAT DO CULTURES DO?
Culture’s Functions:
1. Defines the boundary between one organization and others.
2. Conveys a sense of identity for its members.
3. Facilitates the generation of commitment to something larger than self-interest.
4. Enhances the stability of the social system.
5. Serves as a sense-making and control mechanism for fitting employees in the organization.
HOW CULTURE BEGINS
Founders hire and keep only employees who think and feel the same way they do.
Founders indoctrinate and socialize these employees to their way of thinking and feeling.
The founders’ own behavior acts as a role model that encourages employees to identify with them and thereby internalize their beliefs, values, and assumptions.
KEEPING CULTURE ALIVE Selection
Concern with how well the candidates will fit into the organization.
Provides information to candidates about the organization. Top Management
Senior executives help establish behavioral norms that are adopted by the organization.
Socialization The process that helps new employees adapt to the
organization’s culture. How Employees Learn Culture• Stories• Rituals• Material Symbols• Language
CREATING AN ETHICAL ORGANIZATIONAL CULTURE
Characteristics of Organizations that Develop High Ethical Standards High tolerance for risk Low to moderate in aggressiveness Focus on means as well as outcomes
Managerial Practices Promoting an Ethical Culture Being a visible role model. Communicating ethical expectations. Providing ethical training. Rewarding ethical acts and punishing unethical
ones. Providing protective mechanisms.
CREATING A CUSTOMER-RESPONSIVE CULTURE
Key Variables Shaping Customer-Responsive Cultures1. The types of employees hired by the
organization.2. Low formalization: the freedom to meet
customer service requirements.3. Empowering employees with decision-making
discretion to please the customer.4. Good listening skills to understand customer
messages.5. Role clarity that allows service employees to
act as “boundary spanners.”6. Employees who engage in organizational
citizenship behaviors.
CREATING A CUSTOMER-RESPONSIVE CULTURE (CONT’D) Managerial Actions :
• Select new employees with personality and attitudes consistent with high service orientation.
• Train and socialize current employees to be more customer focused.
• Change organizational structure to give employees more control.
• Empower employees to make decision about their jobs.
• Lead by conveying a customer-focused vision and demonstrating commitment to customers.
• Conduct performance appraisals based on customer-focused employee behaviors.
• Provide ongoing recognition for employees who make special efforts to please customers
RELATIONSHIP BETWEEN ORGANIZATIONAL STRUCTURE AND CULTURE?
Organizational structure is a mechanism through which effort and work is coordinated with supervision to produce the results that are hoped for from organizational culture.
The structure seems to be the conduits or lines of authority, the system set into place through which individuals can come together to fulfill the expectations of organizational structure.
If the football team is the organizational
culture, the specific coaches and players
comprise the organizational structure.