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Adapting
Organizations
to Today’s
Markets
Nickels
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McHugh
McGraw-Hill/Irwin
Understanding Business, 8e
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CHAPTER
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8
McHugh
1-1
8-1
© 2008 The McGraw-Hill Companies, Inc., All Rights
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Structuring an Organization
Comprises:
• Division of Labor
• Accountability
• Team Tasks
• Allocating
• Assigning
Responsibility/
Authority
Resources
• Establishing
Procedures
8-2
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Fayol’s Principles
of Organization
• Unity of Command • Degree of
Centralization
• Hierarchy of
Authority
• Clear
Communication
• Division of Labor
Channels
• Subordination of • Order
Individual Interest
to the General
• Equity
Interest
• Esprit de Corps
• Authority
8-3
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Weber’s
Organizational Principles
• Job Descriptions
• Written Rules
• Procedures, Regulations,
Policies
• Staffing/Promotions Based
on Qualifications
8-4
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Centralization
(No Delegation)
Advantages
•
•
•
•
Greater TopManagement Control
More Efficiency
Simpler Distribution
System
Stronger
Brand/Corporate
Image
Disadvantages
• Less
Responsiveness to
Customers
Less Empowerment
•
• Interorganizational
•
Conflict
Lower Morale Away
from Headquarters
8-5
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Decentralization
(Delegate Authority)
Advantages
• Better Adaptation to •
Customer Wants
•
• More Empowerment
of Workers
•
• Faster Decision
Making
•
• Higher Morale
Disadvantages
Less Efficiency
Complex Distribution
System
Less Top-Management
Control
Weakened Corporate
Image
8-6
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Organizational Structures
Tall Organizations
• Many Layers of
Management
• High Cost of
Management
• Narrow Span of
Control
Flat Organizations
• Current Trend
• Creation of Teams
• Broad Span of
Control
8-7
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How to Make Jobs
Fit Your Company (Part 1 of 2)
Each manager must ask:
•
•
•
•
What resources do I control to accomplish my tasks?
What measures will be used to evaluate my performance?
Who do I need to interact with and influence to achieve my goals?
How much support can I expect when I reach out to others for
help?
Source: HBS Working Knowledge, October 31,2005
8-8
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How to Make Jobs
Fit Your Company (Part 2 of 2)
Four Basic Spans of a Job:
• The Span of Control
• The Span of Accountability
• The Span of Influence
• The Span of Support
Source: HBS Working Knowledge, October 31,2005
8-9
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Span of Control - Narrow
Advantages
•
•
•
•
More Control by
Top Management
More Chances for
Advancement
Greater
Specialization
Closer Supervision
Disadvantages
•
•
•
•
Less Empowerment
Higher Costs
Delayed Decision
Making
Less
Responsiveness to
Customers
8-10
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Span of Control - Broad
Advantages
•
•
•
•
Reduced Costs
More
Responsiveness to
Customers
Faster Decision
Making
More
Empowerment
Disadvantages
•
•
•
•
Fewer Chances for
Advancement
Overworked
Managers
Loss of Control
Less Management
Expertise
8-11
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Departmentalization
by Function
•
•
•
Advantages
Skill Development
Economies of Scale
Good Coordination
Disadvantages
• Lack of
•
•
Communication
Employees Identify
with Department
Slow Response to
External Demands
Narrow Specialists
•
• Groupthink
8-12
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Departmentalization
• By Product
• By Function
• By Customer
Group
• By Geographic
Location
• By Process
8-13
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Line Organizations
Advantages
• Clear Authority
&
Responsibility
• Easy to
Understand
• One Supervisor
Per Employee
Disadvantages
• Inflexible
• Few Specialists
for Advice
• Long Line of
Communication
• Difficult to Handle
Complex
Decisions
8-14
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Line/Staff Organizations
Line Personnel
Staff Personnel
• Formal Authority
• Advise Line
• Make Policy
Decisions
Personnel
• Assist Line
Personnel
8-15
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Matrix Organizations
Advantages
Disadvantages
• Flexibility
• Costly/Complex
• Cooperation &
• Confusion in
• Creativity
• Requires Good
Teamwork
• More Efficient Use
of Resources
Loyalty
Interpersonal
Skills &
Cooperation
• Not Permanent
8-16
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Important Conditions
for Small Teams
1. Clear Purpose
2. Clear Goals
3. Correct Skills
4. Mutual Accountability
5. Shift Roles When Appropriate
Source: CIO Dec 2003
8-17
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Networking
• Real Time
• Transparency
• Virtual
Corporations
8-18
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A Virtual Corporation
Accounting
Firm
Productio
n Firm
Distributio
n Firm
Core
Firm
Legal
Firm
Design
Firm
Advertisin
g Agency
8-19
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Benefits and Concerns of
Healthcare Outsourcing
Benefits
•
•
Provides Enough
Staff to Operate the
Facility
Cost Savings
•
•
•
•
Source: Healthcare Financial Management, 2005
Concerns
Lower Employee
Morale
Liability
Should Patients be
Informed
Confidentiality &
Security
8-20
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Which Jobs Will
Be Outsourced Next?
Source: USA Today
8-21
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Adapting to Change
•
Restructuring for Empowerment
•
Focusing on the Customer
•
Creating a Change-Oriented Organizational Culture
•
The Informal Organization
8-22
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Layers of AuthorityTraditional
• Top Managers- Decision
Makers
• Middle Managers- Develops
Rules &
Procedures
• Workers and Supervisors
8-23
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Inverted
Organization Structure
Empowered
front-line
workers
Support
Personnel
Top
Mgmt.
8-24
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Examples of
Informal Group Norms
•
Do your job but don’t produce
the group.
•
Don’t tell off-color jokes or use profane language among
group members.
•
Listen to the boss and use his/her expertise but don’t trust
him/her.
•
Everyone is to be clean/organized at the workstation.
more than the rest of
8-25