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Organizational Design Chapter 8 Part 3 Organizing Challenges in the 21st Century
[object Object],[object Object],[object Object],[object Object],[object Object],LEARNING OBJECTIVES When you have finished studying this chapter, you should be able to:
Organizational Design ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Figure 8.1 Dimensions of Organizational Design
Organizational Structure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Functional Structure: Specialization and Efficiency ,[object Object],[object Object]
Figure 8. 2 Functional Structure
Functional Structure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Divisional Structures: Providing Focus ,[object Object],[object Object],[object Object],[object Object]
Types of Divisional Structure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Product Divisional Structure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Figure 8. 3 Product Divisional Structure: Clariant Source: From the website http://www.clariant.com. Copyright by Clariant 2005. All rights reserved. *Services Production Services, Supply Chain Management, Sourcing, ESHA, IT, International Coordination **Technology Intellectual Property, Innovation & Knowledge Management, New Business Development
Geographic Divisional ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Figure 8. 4 Geographic Divisional Structure: Canadian National Railway Company Source: “Illinois Central Spurs Reorganization by Canadian National,” Wall Street Journal, 15 April 1999, A4.
Matrix Structure: A Dual Focus ,[object Object],[object Object],[object Object],[object Object]
Figure 8. 5 Matrix Structure
Matrix Structure (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Network Structures: Flexibility ,[object Object],[object Object]
Figure 8. 6 Network Structure (Building Contractor)
Types of Network Structure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Network Structure (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Managing Complexity Through Integration ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Figure 8. 7 Levels of Work Group Interdependence
Pooled Interdependence ,[object Object],B C D A F E Head- quarters
Sequential Interdependence ,[object Object],A B C
Reciprocal Interdependence ,[object Object],A C E F D B
Integrating Mechanisms ,[object Object],[object Object],[object Object],[object Object],[object Object]
Figure 8. 8 Integrating Mechanisms Source: Adapted by permission, J. R. Galbraith, “Organizational Design: An Information Processing View,” Interfaces 4 (May 1974): 3. Copyright 1974, The Institute of Management Sciences and the Operations Research Society of America (currently INFORMS), 2 Charles Street, Suite 300, Providence, RI 02904 USA.
General Management Systems ,[object Object],[object Object],[object Object],[object Object],[object Object]
Increasing Coordination Potential ,[object Object],[object Object],[object Object]
Boundary Spanning Coordination ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Reducing the Need for Coordination ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Locus of Decision Making ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Mechanistic Versus Organic Systems ,[object Object],[object Object],[object Object],[object Object]
The Impact of Environmental Stability ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Implications for Leaders ,[object Object],[object Object],[object Object],[object Object],[object Object]
Implications for Leaders (cont’d) ,[object Object],[object Object],[object Object]
Table 8. 1 Potential Advantages and Disadvantages of Organizational Structures

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Chap08

  • 1. Organizational Design Chapter 8 Part 3 Organizing Challenges in the 21st Century
  • 2.
  • 3.
  • 4. Figure 8.1 Dimensions of Organizational Design
  • 5.
  • 6.
  • 7. Figure 8. 2 Functional Structure
  • 8.
  • 9.
  • 10.
  • 11.
  • 12. Figure 8. 3 Product Divisional Structure: Clariant Source: From the website http://www.clariant.com. Copyright by Clariant 2005. All rights reserved. *Services Production Services, Supply Chain Management, Sourcing, ESHA, IT, International Coordination **Technology Intellectual Property, Innovation & Knowledge Management, New Business Development
  • 13.
  • 14. Figure 8. 4 Geographic Divisional Structure: Canadian National Railway Company Source: “Illinois Central Spurs Reorganization by Canadian National,” Wall Street Journal, 15 April 1999, A4.
  • 15.
  • 16. Figure 8. 5 Matrix Structure
  • 17.
  • 18.
  • 19. Figure 8. 6 Network Structure (Building Contractor)
  • 20.
  • 21.
  • 22.
  • 23. Figure 8. 7 Levels of Work Group Interdependence
  • 24.
  • 25.
  • 26.
  • 27.
  • 28. Figure 8. 8 Integrating Mechanisms Source: Adapted by permission, J. R. Galbraith, “Organizational Design: An Information Processing View,” Interfaces 4 (May 1974): 3. Copyright 1974, The Institute of Management Sciences and the Operations Research Society of America (currently INFORMS), 2 Charles Street, Suite 300, Providence, RI 02904 USA.
  • 29.
  • 30.
  • 31.
  • 32.
  • 33.
  • 34.
  • 35.
  • 36.
  • 37.
  • 38. Table 8. 1 Potential Advantages and Disadvantages of Organizational Structures