2. Organizational Structure
Organizational design
– Selecting the structure and control
systems that are most strategically
effective for pursuing sustainable
competitive advantage.
The role of structure and control
– To coordinate strategy implementation.
– To motivate and provide incentives for superior
performance.
3. The Role of Organizational
Structure
Building blocks of organizational structure
– Differentiation in the allocation of people and
resources to create value.
Vertical differentiation in the
distribution of decision-making
authority.
Horizontal differentiation in
dividing up people and tasks
into functions and divisions.
– Integration
The means used in coordinating people and functions
to accomplish organizational tasks.
4. Differentiation, Integration,
Bureaucratic Costs
Bureaucratic costs and strategy implementation:
– Bureaucratic costs increase with
organizational complexity.
– More differentiation = more managers.
– More integration = more coordination.
– Better strategy implementation = better bottom-line
performance and profitability.
5. Vertical Differentiation
Span of control (division of authority)
– The number of subordinates that a single manager
directly manages.
Organizational hierarchy choices
– Flat structures
Few organizational levels
Wide spans of control
– Tall structures
Many organizational levels
Narrow spans of control
7. Problems with Tall Structures
Principle of minimum chain of command
– Maintaining a hierarchy with the least number of
levels of authority needed to achieve a strategy.
Sources of bureaucratic costs:
8. Centralization or Decentralization
Authority patterns in organizations:
– Centralized
Decision making retained in the
hands of upper-level managers.
– Decentralized
Decisions delegated to lower
levels in the organization.
9. Centralization (Structural) Choice?
Advantages of
decentralization
– Reduced information
overload on upper
managers.
– Increased motivation and
accountability throughout
organization.
– Fewer managers; lower
bureaucratic costs.
Advantages of
centralization
– Easier coordination of
organizational activities.
– Decisions fitted to broad
organizational objectives.
– Exercise of strong
leadership in crisis.
– Faster decision making and
response.
10. Horizontal Differentiation
Focus is on division and grouping of tasks to
meet business objectives.
Simple structure:
– Characteristic of small entrepreneurial companies.
– Entrepreneur takes on most managerial roles.
– No formal organization arrangements.
– Horizontal differentiation is low.
11. 11
Structure Follows Strategy:
– Changes in corporate strategy lead to
changes in organizational structure
12. 12
Structure Follows Strategy:
• New strategy is created
• New administrative problems emerge
• Economic performance declines
• New appropriate structure is invented
• Profit returns to its previous levels
13. 13
Stages of corporate development
Simple Structure
Functional Structure
Divisional Structure
Beyond SBU’s
14. 14
Simple Structure:
– Stage I:
Entrepreneur
– Decision making tightly controlled
– Little formal structure
– Planning short range/reactive
– Flexible and dynamic
15. 15
Functional Structure:
– Stage II:
Management team
Functional specialization
Delegation decision making
Concentration/specialization in industry
16. 16
Divisional Structure:
– Stage III:
Diverse product lines
Decentralized decision making
SBU’s
Almost unlimited resources
18. Functional Structure
Advantages
– Task grouping facilitates
specialization and
productivity.
– Better monitoring of work
processes, reduced costs.
– Greater control over
organizational activities.
Disadvantages
– Functional orientation
creates communication
problems.
– Performance and
profitability measurement
problems.
– Location versus function
problems (coordination).
– Strategic problems due to
structural (vertical and
horizontal) mismatches.
20. Mutlitdivisional Structure
Advantages
– Enhanced corporate
control by division
– Enhanced strategic
control of each SBU in
portfolio
– Growth is easier. New
units don’t have to be
integrated across
organization
– Stronger pursuit of
internal efficiencies.
Performance of individual
units is readily
measurable.
Disadvantages
– Establishing the divisional-
corporate authority
relationship
– Distortion of information by
divisions
– Competition for resources
by divisions
– Transfer pricing problems
between divisions
– Short-term research and
development focus
– Bureaucratic costs
22. Matrix Structure
Advantages
– Flexibility of the structure and membership
– Minimum of direct hierarchical control
– Maximizes use of employees’ skills
– Motivates employees;
frees up top management
Disadvantages
– High bureaucratic costs
– High costs (time and money) for building
relationships
– Two-boss employee’s role conflict
24. 24
Network Structure:
– “non structure” – elimination of in-house
business functions
– Termed “virtual organization”
Useful in unstable environments
Need for innovation and quick response
26. 26
Effective implementation requires:
– Leadership
Leading people to use their abilities and skills
most effectively and efficiently to achieve
organizational objectives
27. 27
Staffing follows strategy:
– Matching the manager to the strategy
Executive type
– Executives with a particular mix of skills and
experiences
29. 29
Matching Chief Executive “Types” with
Strategy
Average
HighLow
Business Strength/Competitive Position
Strong
Growth—Concentration
Dynamic Industry Expert
Stability
Cautious Profit Planner
Retrenchment—
Close Company
Professional
Liquidator
Retrenchment—
Save Company
Turnaround
Specialist
IndustryAttractiveness
Medium
Weak
Growth—Diversification
Analytical Portfolio
Manager
30. 30
Managing corporate culture:
– Corporate culture
Affects firm’s ability to shift its strategic direction
Strong tendency to resist change
Corporate culture should support the strategy
31. 31
Strategy-Culture Compatibility:
– Consider the following:
Is the planned strategy compatible with the firm’s
current culture?
Can the culture be easily modified to make it more
compatible with new strategy?
Is management willing to make major
organizational changes?
Is management committed to implementing the
strategy?
32. 32
Managing corporate culture:
– Communication
Key to effective management of change
Rationale for strategic change should be
communicated to all
33. What Is Organizational Culture?
Culture
– The collection of values and norms shared by people and
groups in an organization.
– Shared values and a common culture increase integration
and improve coordination.
Values
– Beliefs and ideas about common goals and proper
behaviors.
Norms
– Act as guidelines or expectations that prescribe acceptable
behavior by organizational members.
35. Culture and Strategic Leadership
The influence of the founder
– Initial cultural values and management
style is imprinted on the organization
by its founder.
Organizational structure
– Structure follows strategy.
Strategic leadership affects
the cultural norms and values
that develop in the organization.
36. Strategic Reward Systems
Individual reward systems
– Piecework plans
– Commission systems
– Bonus plans
– Promotion
Group and organizational
reward systems
– Group-based bonus systems
– Profit sharing systems
– Employee stock option systems
– Organization bonus systems