Organization Design 1

3,029 views
2,569 views

Published on

Asks the question and provide some theoretical models - classic models

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
3,029
On SlideShare
0
From Embeds
0
Number of Embeds
19
Actions
Shares
0
Downloads
63
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Organization Design 1

  1. 1. A Basic Question<br />What is an organization:<br />Bring together resources to achieve desired goals and outcomes<br />Produce goods and services efficiently<br />Facilitate innovation<br />Use modern manufacturing and computer-based technology<br />Adapt to and influence a changing environment<br />Create value for owners, customers and employees<br />Accommodate ongoing challenges of diversity, ethics, and the motivation and coordination of employees<br />
  2. 2. Models for Organization<br />Boundary<br />Spanning<br />Boundary <br />Spanning<br />Production<br />Maintenance<br />Adaptation<br />Management<br />
  3. 3. Models for Organization<br />Top Management<br />Middle Management<br />Technical Support<br />Administrative Support<br />Technical Core<br />Source: Based on Henry Mintzberg, The Structuring of Organizations (Englewood Cliffs, N. J.: Prentice-Hall, 1979) 215-297; and Henry Mintzberg, “Organization Design: Fashion or Fit?” Harvard Business Review 59 (Jan. – Feb. 1981): 103-116.<br />
  4. 4. Models for Organization<br />Structure:<br />Formalization<br />Specialization<br />Hierarchy of Authority<br />Centralization<br />Professionalism<br />Personnel Ratios<br />Daft, Organization Theory and Design 7/e<br />
  5. 5. Organizational Design Paradigms<br />Natural System Paradigm<br />Mechanical System Paradigm<br />Vertical<br />Structure<br />Horizontal<br />Structure<br />Routine<br />Tasks<br />Rigid<br />Culture<br />Adaptive<br />Culture<br />Empowered<br />Roles<br />Competitive<br />Strategy<br />Formal<br />Systems<br />Collaborative<br />Strategy<br />Shared<br />Information<br />Stable Environment<br />Efficient Performance<br />Turbulent Environment<br />Learning Organization<br /> Organizational Change<br />in the service of<br />performance and<br />survival <br />Source: Adapted from David K. Hurst, Crisis and Renewal: Meeting the Challenge of Organizational Change (Boston, Mass.: Harvard Business School)<br />
  6. 6. Why Is It Important to Understand ?<br />

×