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Organizational Design Configurations

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Title: Organizational Design Configurations


1
Organizational Design Configurations
  • Traditional and Contemporary Designs

2
Traditional Design Configurations
  • Simple
  • Functional
  • Multi-Divisional (Self contained unit)
  • Matrix
  • Hybrids

3
Factors in Developing the Appropriate Design
Configuration
  • Context environmental complexity and change,
    goals and strategies, size, life cycle stages
  • Basic structural elements workflow due to core
    technology (interdependence needs), grouping
    mechanisms, coordination and control needs,
    types and number of products/markets served,
    geographical dispersion of organization

4
Tests of Organizational Design
  • Fit Tests
  • Market advantage
  • Parenting advantage
  • People fit
  • Feasibility test
  • Refinement Tests
  • Specialist cultures
  • Difficult links
  • Redundant hierarchy
  • Accountability test
  • Flexibility test

Based on Goold and Campbell (2002)
5
Simple Design
  • Context
  • Small size
  • Limited mission and goals
  • Young or old in age
  • Simple environment
  • Basic Structural Elements
  • Reciprocal interdependence
  • Fluid tasks
  • Little differentiation
  • Direct supervision and mutual adjustment for
    integration
  • Simple RPPs
  • Centralized decision making
  • One or few narrow product/service lines
  • Homogeneous customer groups
  • Narrow geographical locations

6
Simple Design
  • Strengths
  • Fast and flexible
  • Personalized and informal
  • Close to customers
  • Low cost
  • Tight control of business by owner/manager
  • Weaknesses
  • Does not handle growth well
  • Overload of decisions with owner/manager
  • Survival threatened by larger and more efficient
    competitors
  • Managerial skills might be lacking

Example Critter Hut
7
Functional Design
  • Context
  • Small to medium size
  • Narrow and specific goals
  • Stable and simple environment
  • Might be young or old in age

8
Functional Design
  • Basic structural elements
  • Sequential workflow between units
  • Differentiation based on work functions (e.g.,
    production, sales and marketing, administrative
    functions)
  • Coordination through hierarchy and supervision
    development of RPPs and systems
  • Centralized decision making
  • One or few narrow product/service lines with
    relatively homogeneous customer groups
  • Minimal to moderate geographical dispersion

9
Functional Form Small Manufacturing Organization
10
Functional Design Strengths
  • Efficiency due to division of labor by expertise
    and no duplication of functions
  • High technical quality due to functional experts
  • Functional departments provide clear supervision,
    training and development in area of expertise,
    and clear performance goals
  • Employee satisfaction is usually high due to
    grouping with like-minded colleagues
  • Tight control by management

11
Functional Design Weaknesses
  • Coordination across functions is difficult
  • Functions are cost centers rather than profit
    centers
  • Goal sub-optimization department goals replace
    organizational goals in importance
  • Slow response to fast-changing environments
  • Lower level managers not trained to see the big
    picture so succession planning is difficult
  • Special case bureaucracy (e.g., DMV)

12
Divisional (Self-Contained) Designs
  • Context
  • Moderate to large size
  • Multiple goals
  • Complex and changing environments
  • Multiple core technologies utilized
  • Usually mature organizations

13
Divisional (Self-Contained) Designs
  • Basic structural elements
  • Pooled interdependence between units, reciprocal
    or sequential workflow within units
  • Differentiation based on products, customers, or
    locations
  • Both vertically and horizontally complex
  • Coordination through multiple means hierarchy,
    extensive RPPs and systems, training, and
    support staff
  • Both centralized and decentralized decision
    making
  • Multiple and diverse products/services/customers
  • Extensive geographical dispersion

14
Divisional Design Product-Based
CEO
Staff
Staff
Lingerie
Apparel
Personal Care Beauty
Limited Brands, Inc.
15
Divisional Design Customer-Based
Book Publishing Company
CEO
Staff
Staff
General Interest
Trade/ Professionals
K-12
College
Printing
R D
Sales
Marriott
16
Divisional Design Geographic
CEO
Staff
Staff
Latin America
Africa and West Indies
Europe
North America
Engineered Products
Chemical Products
Tires
Research Design
Financial Services
17
Divisional Design Conglomerate or Holding
Company
Berkshire Hathaway, Inc.
Staff
Staff
Acme Brick Company
Helzberg Diamonds
Sees Candies
US Liability Insurance Group
Fruit of the Loom
35 other companies
18
Multi-unit Enterprise
  • Geographically dispersed
  • Built from standard units (e.g., branches,
    service centers, hotels, stores, restaurants)
  • Aggregated into districts, regions, and divisions
  • Field vs. headquarter levels of management

(Garvin Levesque, 2008)
19
Multi-unit Enterprise
CEO
Division President and Senior VPs
Headquarters
Regional VPs
District Managers
Field organization
Store Managers
(Garvin Levesque, 2008)
20
Divisional Design Strengths
  • Highly responsive to environmental changes
  • Allows growth while retaining control
  • Units run as profit centers good output control
  • Corporate focuses on strategic issues, while
    division managers focus on operational issues
  • Synergies among businesses possible
  • Better at training general managers
  • Focus better on unique product, customer, and/or
    geographical needs

21
Divisional Designs Weaknesses
  • Corporate vs. divisional separation
  • Competition for resources among divisions
  • Little transfer of competencies or resources
    among divisions, especially among conglomerates
  • Transfer pricing problems between divisions
  • Duplication of management and administrative
    structures costly!!
  • Increasing bureaucracy as control systems
    proliferate from corporate

22
Matrix Design
  • Context
  • Size and age variations
  • Extremely complex and dynamic environment Great
    pressure for coordination across and within
    units
  • Great need to share resources that are scarce and
    expensive, especially information
  • Great need to have technical competency as well
    as focus on product, customer, or region

23
Matrix Design
  • Basic structural elements
  • Workflows are reciprocal across the
    organizational units
  • Differentiation based on both work functions and
    customer/product/program/region (high complexity)
  • Coordination through dual authority structures
    and direct communication
  • Decision making is shared between dual managers
  • Demand for high quality products/services
    tailored to customers specific demands
  • Possible geographical dispersion of units, which
    makes coordination even more difficult

24
Matrix Design
25
Matrix Design Strengths
  • Enhances organizational flexibility
  • Involvement creates high motivation for some
    employees
  • Team members have the opportunity to learn new
    skills
  • Provides an efficient way for the organization to
    use its human resources
  • Team members serve as bridges to their
    departments for the team
  • Useful as a vehicle for decentralization
  • Cost, quality, and speed are enhanced

26
Matrix Design Weaknesses
  • Stressful and ambiguous for some employees
  • Managers see matrix as anarchy and political
    contests result
  • Dynamics of group behavior may lead to slower
    decision making, one-person domination,
    compromise decisions, or a loss of focus
  • More time required for coordinating task-related
    activities, which defeats need for speed
  • Managers must have superb interpersonal,
    communication, decision making and conflict
    management skills
  • Inherently unstable design

27
Hybrid Structures
  • An organizational arrangement based on two or
    more common forms of organization design
  • An organization may have a mixture of related
    divisions and a single unrelated division
    functions and divisions horizontal teams of
    cross-functional experts
  • Most organizations use a modified form of
    organization design that permits it to have
    sufficient flexibility to make adjustments for
    strategic purposes
  • Transition design--occurs when organization is
    undergoing design changes

28
Microsoft, 2005
Chairman Bill Gates
Technical Strategy SVP Eric Rudder
CEO Steve Ballmer
Network Distribution SVP Ray Ozzie
Platform Products Services President Jim
Allchin KevinJohnson
Business Division President Jeff Raikes
Entertainment Devices President Robbie Bach
Horizontal coordination
Vertical chain of command
29
Network Designs
  • Context
  • Size and age variations
  • Hyper-turbulent environments
  • Great pressure for coordination across units as
    well as innovation
  • Non-routine technologies
  • Great need to share resources that are scarce and
    expensive, especially information
  • Flexibility and speed needed in product/markets

30
Network Designs
  • Basic structural elements
  • Horizontal differentiation based on information
    flows
  • Core knowledge (technology) is protected all
    else may be outsourced (virtual companies)
  • Coordination through relational contracting
    (market control), mutual adjustment, teams,
    advanced information technology, use of social
    capital, and trust
  • Decision making is decentralized
  • Demand for products is uncertain, seasonal,
    custom-made, and rapidly shifting
  • Geographical dispersion could be anywhere
    (connection of experts around globe)

31
Examples Informal Social Networks
Modular Response
Customized Response
Routine Response
Internal
External
32
Examples
Core
Spider Web (no core firm virtual organization)
Generic Network (firm with outsourced functions)
33
Examples
New Company
Core
Second Generation Company
Starburst Organization
34
Examples
Cellular Form
35
Examples
Syndication
Originator
Syndicator
Distributor
Customer
36
Networks Strengths
  • Lower costs through outsourcing which decreases
    risk if failure occurs
  • Broad lines of products and services offered on
    as-needed basis to multiple customers
  • Innovative and flexible effective for autonomous
    (stand alone) innovations
  • Stability gained through diversifying and
    building relationships
  • Can stay small,flexible, responsive, while
    maintaining connections to other organizations
    for growth (good use of social capital)

37
Networks Weaknesses
  • Need close interaction with other firms which
    requires cooperation, trust, and discretion
  • Hard to build and protect proprietary knowledge
  • Takes time to develop efficient and effective
    working relationships and manage potential
    conflicts
  • Managerial desire for control might result in
    acquisition and merger where inappropriate
  • Information overload from many sources
  • Employees may lack skills in technology,
    collaboration, and governance

38
Key Role of Social Capital in Network Structures
  • Knowledge and information that a firm accesses
    using employees and formal and informal ties with
    outside groups
  • Social capital is primary way in which firms
    import external knowledge, both explicit
    (codified) and tacit
  • Important due to knowledge density, leaner
    organizations, rapid technological changes,
    globalization, and intense competitive pressures

39
Methods of Tapping Social Capital
High
Electronic information exchange (e.g., EDI or
XML)
Strategic alliances and partnerships
Volume of Knowledge Needed
Consultants, contingent experts,
inter- organizational teams, stakeholder networks
Informal social contacts, technical reports,
journals, meetings
Low
Explicit
Tacit
Type of Knowledge
40
Proper Use of Social Capital
  • Must be able to absorb new knowledge by
    possessing a certain level of prior knowledge
    absorptive capacity
  • Must have processes and methods in place that
    help employees utilize that new knowledge
  • Media sensitivity with regard to multiple
    communication technologies

41
Proper Use of Social Capital
  • Realize that social capital networks are
    holistic social capital maps need to be drawn
  • Continually monitor the validity and value of
    social capital
  • Avoid relational inertia that poses liabilities
    rather than assets for the firm
  • Protect core internal knowledge
  • Forecast future knowledge requirements
    exploitation and exploration of new business
    models

42
Global Designs Considerations
  • Forces in the international environment
  • Economic and market forces (including labor)
  • Transportation and communication advances
  • Technological changes and their diffusion
  • Political and legal forces
  • Social and demographic forces
  • National or regional cultural differences in
    tastes, lifestyles, time orientation, language,
    etc.

43
National Cultural Differences
  • Different value orientations across cultures
  • General values Kluckhohn Strodbecks work
  • Work values Hofstedes and Bonds work

44
 
Kluckholm Strodbecks General Value Orientations
 
45
Work Values Across Cultures(Hofstede)
Individualism vs. Collectivism Uncertainty
Avoidance Power Distance Career Success vs.
Quality of Life Confucian Dynamism (Long-Term
Orientation)
http//www.geert-hofstede.com/index.shtml
46
Other Values that Affect Work Behavior
  • Universalism vs. particularism principles vs.
    relationships guide decisions/actions
  • Monochronicity vs. polychronicity sense of
    time linearity vs. multi-tasking
  • High vs. low context context gives meaning or
    not

http//changingminds.org/explanations/culture/hall
_culture.htm
47
Limitations of Reliance on Cultural Values
  • These are generalizations---inaccurate and
    sometimes dangerous to apply to any one
    individual
  • They are first best guesses prior to learning
    more about the culture
  • They should be consciously held to allow for
    learning and modification to occur
  • Despite globalization, differences between
    cultures are not disappearing quickly

48
Skills of Global Managers
  • Belief that cultural differences matter
  • Openness to new ideas two-way learning
  • Cognitive complexity balance need for
    consistent corporate culture and practices with
    the need for regional uniqueness (i.e., balance
    between headquarters mentality vs. going
    native)

49
Global Designs Considerations
  • Reasons to expand internationally
  • Protect and maintain markets
  • Reduced costs taxes, labor, investments
  • Gain access to global resources and markets
  • Scale and scope advantage
  • Exploit distinctive competence (core knowledge)
    and explore new knowledge

50
Value Creation Through Global Expansion
  • Transfer of core
  • competencies abroad
  • Establishment
  • of a global network
  • Gaining access to
  • global skills and
  • resources
  • Use of global
  • learning to enhance
  • core competencies

51
Three factors that affect global strategy
  • Pressures for global integration
  • Efficiency is a major concern
  • Low cost advantage
  • Pressures for local responsiveness
  • Customization to local tastes is a concern
  • Differentiation advantage
  • Bureaucratic costs
  • Managerial levels and coordination mechanisms

52
Global Strategy and Design
Global Product Structure
Trans- National Model
High
Global Matrix Structure
Development of Globalization Strategy
Global Geographic Structure
International Division
Development of Multi-domestic Strategy
Low
Low
High
53
Global Strategies
  • International strategy
  • Standard products offered to customer worldwide
  • Manufacturing done abroad RD and marketing done
    at home
  • Continuous transfer of skills and resources
  • Little global learning takes place
  • Example Domestic branded products, such as
    food, health, and beauty products

54
Global Strategies
  • Multi-domestic strategy
  • Highly responsive to local markets by customizing
    products/services to suit needs of customers in
    particular location (country-focused)
  • Decentralization of control to foreign business
    units manufacturing, marketing, and RD done
    abroad
  • Achieve differentiation advantage within local
    market
  • Little global learning occurs throughout the
    organization

55
Global Strategies
  • Global Strategy
  • Standardized products are manufactured in several
    low cost locations and then offered to global
    markets (focus is on low cost advantage)
  • Limited customization (relatively low pressures
    for local responsiveness)
  • Global integration is high learning and
    coordination are high priorities (high
    bureaucratic costs)
  • Examples cars, TVs, stereos, cameras

56
Global Strategies
  • Transnational Strategy
  • Simultaneously tries to achieve low cost and
    differentiation advantages
  • Value creation achieved by locating functions in
    low cost areas, but also customize to local
    tastes in different markets
  • Divisions transfer their core competencies to
    local markets and develop global networks for
    learning across divisions (high bureaucratic
    costs)
  • Core competence is often global coordination of
    organizational resources
  • Examples Unilever, Philips, Proctor and Gamble

57
Global Designs
  • More centralized control from headquarters
    international and global strategy
  • More integration and coordination mechanisms
    global strategy and transnational
  • See designs on handouts
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