The document discusses organizational structure and culture. It covers factors that influence organizational structure like the environment, strategy, technology, and human resources. It also describes different types of organizational structures including functional, divisional, matrix, and hybrid structures. It discusses designing job roles, allocating authority through hierarchies, and coordinating functions. Finally, it addresses organizational culture and characteristics of strong versus weak cultures.

2. chapter ten
Managing Organizational
Structure and Culture
McGraw-Hill/Irwin
Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.

3. 10-3
Learning Objectives
• Identify the factors that influence
managers’ choice of an organizational
structure.
• Explain how managers group tasks into
jobs that are motivating and satisfying
for employees.
• Describe the types of organizational
structures managers can design, and
explain why they choose one structure
over another.

4. 10-4
Learning Objectives
• Explain why managers must coordinate
jobs, functions, and divisions using the
hierarchy of authority and integrating
mechanisms
• List the four sources of organizational
culture and differentiate between a
strong, adaptive culture and a weak,
inert culture

5. Organizational Structure
• Organizational Architecture
– The organizational structure, control
systems, culture, and human resource
management systems that together
determine how
efficiently and
effectively
organizational
resources are used.
10-5

6. Designing Organizational Structure
• Organizing
– The process by which managers establish
working relationships among employees to
achieve goals.
• Organizational Structure
– Formal system of task and reporting
relationships showing how workers use
resources.
10-6

7. Designing Organizational Structure
• Organizational design
– The process by which managers create a
specific type of organizational structure and
culture so that a company can operate in
the most efficient and effective way
10-7

8. Factors Affecting Organizational Structure
10-8
Figure 10.1

9. The Organizational Environment
The Organizational Environment
– The quicker the environment changes, the
more problems face managers.
– Structure must be more flexible (i.e.,
decentralized authority) when environmental
change is rapid.
10-9

10. The Organizational Environment
Strategy
– Different strategies require the use of
different structures.
• A differentiation strategy needs a flexible
structure, low cost may need a more
formal structure.
• Increased vertical integration or
diversification also requires a more
flexible structure.
10-10

11. The Organizational Environment
Technology
– The combination of skills, knowledge, tools,
equipment, computers and machines used
in the organization.
– More complex technology makes it harder
for managers to
regulate the
organization.
10-11

12. The Organizational Environment
Technology
– Technology can be measured by:
• Task variety: the number of new
problems a manager encounters.
• Task analyzability: the availability of
programmed solutions to a manager to
solve problems.
10-12

13. The Organizational Environment
Human Resources
– Highly skilled workers whose jobs require
working in teams usually need a more
flexible structure.
– Higher skilled workers (e.g., CPA’s and
doctors) often have internalized professional
norms and values.
10-13

14. The Organizational Environment
• Human Resources
– Managers must take into account all four
factors (environment, strategy, technology
and human resources) when designing the
structure of the organization.
10-14

15. The Organizational Environment
The way an organization’s structure works
depends on the choices managers
make about:
1. How to group tasks into individual jobs
2. How to group jobs into functions and
10-15
divisions
3. How to allocate authority and
coordinate functions and divisions

16. 10-16
Job Design
• Job Design
– The process by which managers decide
how to divide tasks into specific jobs.
– The appropriate division of labor results in
an effective and efficient workforce.

17. 10-17
Question?
What is the process of reducing the tasks
each worker performs?
A. Job simplification
B. Job enlargement
C. Job enrichment
D. Job enhancement

18. 10-18
Job Design
• Job Simplification
– The process of reducing the tasks each
worker performs.
• Too much simplification and boredom
results.

19. 10-19
Job Design
• Job Enlargement
– Increasing the number of different tasks in a
given job by changing the division of labor
• Job Enrichment
– Increasing the degree of responsibility a
worker has over a job

20. 10-20
Job Enrichment
1. Empowering workers to experiment to
find new or better ways of doing the job
2. Encouraging workers to develop new
skills
3. Allowing workers to decide how to do
the work
4. Allowing workers to monitor and
measure their own performance

21. The Job Characteristics Model
10-21
Source: Adapted from J. R. Hackman and G. R. Oldham,
Work Redesign (Reading, MA: Addison-Wesley, 1980).
Figure 10.2

22. Job Characteristics Model
Job Characteristic
Skill variety Employee uses a wide range of skills.
Task identity Worker is involved in all tasks of the job
from beginning to end of the production
process
Task significance Worker feels the task is meaningful to
10-22
organization.
Autonomy Employee has freedom to schedule tasks
and carry them out.
Feedback Worker gets direct information about how
well the job is done.

23. Grouping Jobs into Functions
• Function
– Group of people, working together, who
possess similar skills or use the same kind
of knowledge, tools, or techniques to
perform their jobs
10-23

24. Grouping Jobs into Functions
• Functional Structure
– An organizational structure composed of all
the departments that an organization
requires to produce its goods or services.
10-24

25. 10-25
Functional Structure
• Advantages
– Encourages learning from others doing
similar jobs.
– Easy for managers to monitor and evaluate
workers.
– Allows managers to create the set of
functions they need in order to scan and
monitor the competitive environment

26. 10-26
Functional Structure
• Disadvantages
– Difficult for departments to communicate
with others.
– Preoccupation with own department and
losing sight of organizational goals.

27. The
Functional
Structure of
Pier 1
Imports
Figure10.3 10-27

28. 10-28
Divisional Structures
• Divisional Structure
– Managers create a series of business units
to produce a specific kind of product for a
specific kind of customer

29. Product,
Market, and
Geographic
Structures
Figure 10.4 10-29

30. Types of Divisional Structures
• Product Structure
– Managers place each distinct product line or
business in its own self-contained division
– Divisional managers have the responsibility
for devising an appropriate business-level
strategy to allow the division to compete
effectively in its industry
10-30

31. 10-31
Product Structure
• Allows functional managers to specialize
in one product area
• Division managers become experts in
their area
• Removes need for direct supervision of
division by corporate managers
• Divisional management improves the
use of resources

32. Types of Divisional Structures
• Geographic Structure
– Divisions are broken down by geographic
10-32
location
• Global geographic structure
– Managers locate different divisions in each of
the world regions where the organization
operates.
– Generally, occurs when managers are
pursuing a multi-domestic strategy

33. Types of Divisional Structures
• Global Product Structure
– Each product division takes responsibility
for deciding where to manufacture its
products and how to market them in foreign
countries worldwide
10-33

34. Global Geographic and
Global Product Structures
10-34
Figure 10.5

35. Types of Divisional Structures
• Market Structure
– Groups divisions according to the particular
kinds of customers they serve
– Allows managers to be responsive to the
needs of their customers and act flexibly in
making decisions in response to customers’
changing needs
10-35

36. Matrix Design Structure
10-36
• Matrix Structure
– An organizational structure that
simultaneously groups people and
resources by function and product.
• Results in a complex network of superior-subordinate
reporting relationships.
• The structure is very flexible and can respond
rapidly to the need for change.
• Each employee has two bosses (functional
manager and product manager) and possibly
cannot satisfy both.

37. 10-37
Matrix Structure
Figure 10.6

38. Discussion Question?
Which is the most effective and efficient
10-38
organizational structure?
A. Matrix structure
B. Divisional structure
C. Market structure
D. Geographic structure

39. Product Team Design Structure
• Product Team Structure
– Does away with dual reporting relationships
and two-boss managers
– Functional employees are permanently
assigned to a cross-functional team that is
empowered to bring a new or redesigned
product to work
10-39

40. Product Team Design Structure
• Product Team Structure
– Cross-functional team is composed of a
group of managers from different
departments working together to perform
organizational tasks.
10-40

41. 10-41
Product Team Structure
Figure 10.6

42. 10-42
Hybrid Structures
• Hybrid Structure
– The structure of a large organization that
has many divisions and simultaneously
uses many different organizational
structures

43. Federated’s Hybrid Structure
Figure 10.7
10-43

44. 10-44
Question?
What is the power vested in a manager to
make decisions?
A. Power
B. Influence
C. Authority
D. Control

45. Coordinating Functions:
Allocating Authority
• Authority
– The power vested in a manager to make
decisions and use resources to achieve
organizational goals by virtue of his position
in an organization
10-45

46. Coordinating Functions:
Allocating Authority
• Hierarchy of Authority
– An organization’s chain of command,
specifying the relative authority of each
manager.
• Span of Control: the number of
subordinates who report directly to a
manager
10-46

47. 10-47
Allocating Authority
• Line Manager
– Someone in the direct line or chain of
command who has formal authority over
people and resources
• Staff Manager
–Managers who are functional-area
specialists that give advice to line
managers.

48. 10-48
The
Hierarchy
of Authority
and Span of
Control at
McDonald’s
Corporation
Figure 10.8

49. Tall and Flat Organizations
• Tall structures have many levels of
authority and narrow spans of control.
– As hierarchy levels increase,
communication gets difficult creating delays
in the time being taken to implement
decisions.
– Communications can also become distorted
as it is repeated through the firm.
– Can become expensive
10-49

50. 10-50
Tall Organizations
Figure 10.9

51. Tall and Flat Organizations
• Flat structures have fewer levels and
wide spans of control.
– Structure results in quick communications
but can lead to overworked managers.
10-51

52. 10-52
Flat Organizations
Figure 10.9

53. Minimum Chain of Command
• Minimum Chain of Command
– Top managers should always construct a
hierarchy with the fewest levels of authority
necessary to efficiently and effectively use
organizational resources
10-53

54. Centralization and Decentralization of
10-54
Authority
• Decentralizing authority
– giving lower-level managers and non-managerial
employees the right to make
important decisions about how to use
organizational resources

55. Decentralizing Authority
• Disadvantages
– Teams may begin to pursue their own goals
at the expense of organizational goals
– Can result in a lack of communication
among divisions
10-55

56. Integrating Mechanisms
10-56
Figure 10.10

57. Organizational Culture
• Organizational culture
– shared set of beliefs, expectations, values,
and norms that influence how members of
an organization relate to one another and
cooperate to achieve organizational goals
10-57

58. Sources of an Organization’s Culture
10-58
Figure 10.11

59. Characteristics of Organizational
10-59
Members
• Ultimate source of organizational culture
is the people that make up the
organization
• Members become similar over time
which may hinder their ability to adapt
and respond to changes in the
environment

60. 10-60
Organizational Ethics
• Organizational Ethics
– moral values, beliefs, and rules that
establish the appropriate way for an
organization and its members to deal with
each other and people outside the
organization

61. Employment Relationship
• Human resource policies:
– Can influence how hard employees will
work to achieve the organization’s goals,
– How attached they will be to it
– Whether or not they will buy into its values
and norms
10-61

62. Organizational Structure
• In a centralized organization:
– people have little autonomy
– norms that focus on being cautious, obeying
authority, and respecting traditions emerge
– predictability and stability are desired goals
10-62

63. Organizational Structure
• In a flat, decentralized structure:
– people have more freedom to choose and
control their own activities
– norms that focus on being creative and
courageous and taking risks appear
– gives rise to a culture in which innovation
and flexibility are desired goals.
10-63

64. Strong, Adaptive Cultures Versus
10-64
Weak, Inert Cultures
• Adaptive cultures
– values and norms help an organization to
build momentum and to grow and change
as needed to achieve
its goals and be
effective

65. Strong, Adaptive Cultures Versus
10-65
Weak, Inert Cultures
• Inert cultures
– Those that lead to values and norms that
fail to motivate or inspire employees
– Lead to stagnation and often failure over
time

66. Movie Example: Apollo 13
10-66
What organizational
structure does
NASA use
to handle a moon
launch?