Title: Organizational Design Configurations
1Organizational Design Configurations
- Traditional and Contemporary Designs
2Traditional Design Configurations
- Simple
- Functional
- Multi-Divisional (Self contained unit)
- Matrix
- Hybrids
3Factors 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
4Tests 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)
5Simple 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
6Simple 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
7Functional Design
- Context
- Small to medium size
- Narrow and specific goals
- Stable and simple environment
- Might be young or old in age
8Functional 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
9Functional Form Small Manufacturing Organization
10Functional 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
11Functional 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)
12Divisional (Self-Contained) Designs
- Context
- Moderate to large size
- Multiple goals
- Complex and changing environments
- Multiple core technologies utilized
- Usually mature organizations
13Divisional (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
14Divisional Design Product-Based
CEO
Staff
Staff
Lingerie
Apparel
Personal Care Beauty
Limited Brands, Inc.
15Divisional Design Customer-Based
Book Publishing Company
CEO
Staff
Staff
General Interest
Trade/ Professionals
K-12
College
Printing
R D
Sales
Marriott
16Divisional Design Geographic
CEO
Staff
Staff
Latin America
Africa and West Indies
Europe
North America
Engineered Products
Chemical Products
Tires
Research Design
Financial Services
17Divisional 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
18Multi-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)
19Multi-unit Enterprise
CEO
Division President and Senior VPs
Headquarters
Regional VPs
District Managers
Field organization
Store Managers
(Garvin Levesque, 2008)
20Divisional 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
21Divisional 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
22Matrix 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
23Matrix 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
24Matrix Design
25Matrix 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
26Matrix 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
27Hybrid 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
28Microsoft, 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
29Network 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
30Network 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)
31Examples Informal Social Networks
Modular Response
Customized Response
Routine Response
Internal
External
32Examples
Core
Spider Web (no core firm virtual organization)
Generic Network (firm with outsourced functions)
33Examples
New Company
Core
Second Generation Company
Starburst Organization
34Examples
Cellular Form
35Examples
Syndication
Originator
Syndicator
Distributor
Customer
36Networks 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)
37Networks 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
38Key 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
39Methods 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
40Proper 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
41Proper 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
42Global 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.
43National Cultural Differences
- Different value orientations across cultures
- General values Kluckhohn Strodbecks work
- Work values Hofstedes and Bonds work
44Â
Kluckholm Strodbecks General Value Orientations
Â
45Work 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
46Other 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
47Limitations 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
48Skills 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)
49Global 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
50Value 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
51Three 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
52Global 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
53Global 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
54Global 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
55Global 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
56Global 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
57Global Designs
- More centralized control from headquarters
international and global strategy - More integration and coordination mechanisms
global strategy and transnational - See designs on handouts