Restructuring organizations (1)
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Describe the most common organization structures used today understand their strengths and weaknesses
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12
Restructuring Organizations
learning
objectives
Describe the most common organization structures used today and
understand their strengths and weaknesses.
Present the process of downsizing.
Describe and evaluate the reengineering intervention.
In this chapter, we begin to examine techno-structural interventions—change programsfocusing on the technology and structure of
organizations. Increasing global competition and
rapid technological and environmental changes
are forcing organizations to restructure them-
selves from rigid bureaucracies to leaner, more
flexible designs. These new forms of organi-
zing are highly adaptive and innovative, but
require more sophisticated managerial capabilities
to operate successfully. They often result in fewer
managers and employees and in streamlined work
flows that break down functional barriers.
Interventions aimed at structural design include
moving from more traditional ways of dividing the
organization’s overall work, such as functional,
divisional, and matrix structures, to more integrative
and flexible forms, such as process, customer-centric,
and network structures. Diagnostic guidelines help
determine which structure is appropriate for particular
organizational environments, technologies, and
conditions.
Downsizing seeks to reduce costs and
bureaucracy by decreasing the size of the organi-
zation. This reduction in personnel can be accomp-
lished through layoffs, organization redesign, and
outsourcing, which involves moving functions that
are not part of the organization’s core competence
to outside contractors. Successful downsizing is
closely aligned with the organization’s strategy.
Reengineering radically redesigns the organi-
zation’s core work processes to give tighter
linkage and coordination among the different
tasks. This workflow integration results in faster,
more responsive task performance. Reengineering
often is accomplished with new information
technology that permits employees to control and
coordinate work processes more effectively.
12-1 Structural Design
Organization structure describes how the overall work of the organization is divided into
subunits and how these subunits are coordinated for task completion. Based on a contin-
gency perspective shown in Figure 12.1, organization structures should be designed to
fit with at least four factors: the environment, organization size, technology, and
339
organization strategy. Organization effectiveness depends on the extent to which its
structure is responsive to these contingencies.1
Organizations traditionally have structured themselves into one of three forms: func-
tional departments that are task specialized; self-contained divisional units that are ori-
ented to specific products, customers, or regions; or matrix structures that combine both
functional specialization and self-containment. Faced with accelerating changes in com-
petitive environments and t ...
Homework 2NameInstitution AffiliationsProfesso
Homework 2
Name
Institution Affiliations
Professor
Date
Homework 2
Human Process Intervention
Human Process Intervention is evident when Honeywell decides to employ process mapping (page 369). It enhances the employee’s ability to explore and think of more ways of improving beyond the known boundaries. It enabled the team to identify the areas that did not need additional resources, yet they could improve (Page 369 and Page 203). This intervention was also important since it made the employees develop an implementation plan. Additionally, the company also established a steering committee that had the objective of ensuring the entire change process runs smoothly without interference. The committee was also crucial for tracking results and establishing goals (Page 369).
Techno-structural Intervention
This is also another important intervention that ensures the change is actualized. This was evident when the company applied the fail-saving process (Page 369 ). The process was that analyze the defects and the root causes of the defects. The company ensured that its employees were trained and developed to achieve this goal (Salman-fuu, 2017). This is intervention is also evident in sustaining change ar RMIT university Library (Page 202).
Human Resource Management Intervention
As a form of improving staff morale, the company also rewarded its employees (Page 370). It is a form of human resource management. It boosts the quality of work produced and the employees' energy into an assigned task. Additionally, a conducive environment should accept the incoming change and fit the employees. Honeywell ensured that a conducive environment was embraced to support both the employees and the implemented change.
Strategic Resource Intervention
It acts as a link between the internal functioning of an organization and the external environment. Honeywell made sure that they incorporated this type of intervention for the success of the implemented change. For example, they focused on customers' satisfaction to make more profits.
References
Salman-fuu. (2017, July 19). Techno structural interventions. Share and Discover Knowledge on SlideShare. https://www.slideshare.net/salman-fuu/techno-structural-interventions#:~:text=
%E2%80%A2%20Techno%2DStructural%20interventions%20are,Highly%20adaptable
%20Organizational%20Development%203
©
P
ix
m
an
n/
Im
ag
ez
oo
/
G
et
ty
Im
ag
es
12
Restructuring Organizations
learning
objectives
Describe the most common organization structures used today and
understand their strengths and weaknesses.
Present the process of downsizing.
Describe and evaluate the reengineering intervention.
I
n this chapter, we begin to examine techno-
structural interventions—change programs
focusing on the technology and structure of
organizations. Increasing global competition and
rapid technological and environmental changes
are forcing organizations to restructure them-
selves from rigid bureaucracies t ...
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The document discusses organizational change, defining it as the process by which an organization moves from its current state to a desired future state in order to increase effectiveness. It identifies internal and external forces that drive change, such as changing technology, competition, and social/legal pressures. The document also summarizes models of organizational change, including Lewin's three-step model of unfreezing, moving, and refreezing. It discusses strategies for managing resistance to change, like communication, training, employee involvement, and negotiation.
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This document discusses different types of organizational structures. It begins by defining an organization and organizational structure. There are two main types of traditional structures discussed: line structure and functional structure. Line structure is the simplest with a clear chain of command, while functional structure groups employees by skills. Another traditional structure is the line and staff structure, which combines operational and support roles. Modern structures discussed are project structure, where experts from different functions work temporarily on a project, and matrix structure, which combines functional and project approaches simultaneously. The document provides details on the characteristics, advantages, and disadvantages of each structure type.
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This document provides an overview of organizational change and development. It discusses that organizational change is the process by which organizations move from their current state to a desired future state to increase effectiveness. It also describes the nature of change in terms of history, politics, management, organization, and people. Additionally, it covers levels of change, types of change, forces for change, and resistance to change. The document also defines organizational development and its values and techniques for improving organizational effectiveness and employee well-being.
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The document discusses four main interpersonal and group process interventions: T-groups, process consultation, third-party intervention, and team building. T-groups are designed to provide experiential learning about group dynamics, leadership, and interpersonal relations. Process consultation helps groups assess and improve processes like communication and decision-making to help themselves. Third-party intervention addresses conflicts between two or more people. Team building examines elements of work groups like goals, structure, and relationships to improve effectiveness.
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- The document discusses factors that contribute to effective work teams. It defines groups and teams, with teams requiring joint effort to achieve a common goal.
- There are four main types of work teams: problem-solving teams, self-managed work teams, cross-functional teams, and virtual teams.
- Key components of effective teams include: the team context, the team's composition including roles and skills, work design factors like autonomy, and process variables like shared goals and minimal social loafing.
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This chapter discusses organizational change and stress management. It identifies common forces that drive organizational change, such as changes in technology, competition, and social/political trends. The chapter outlines different approaches to managing change, including Lewin's three-step model of unfreezing, moving, and refreezing. It also discusses sources of resistance to change and tactics for overcoming resistance, such as participation and communication. Additionally, the chapter defines stress and its potential sources, and examines individual and organizational approaches for managing stress.
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Key concepts in Organizational Development Organizational Change and Develop...
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Oc 6440 individual, interpersonal, and group process
Organizational Structure : Types and Classification
Organizational Structure : Types and Classification
Chapter 8 : Understanding groups and managing work teams
Chapter 8 : Understanding groups and managing work teams
Diagnosing organizational effectiveness ppt slides
Diagnosing organizational effectiveness ppt slides
Similar to Restructuring organizations (1)
© PixmannImagezooGetty
©
P
ix
m
an
n/
Im
ag
ez
oo
/
Ge
tty
Im
ag
es
12
Restructuring Organizations
learning
objectives
Describe the most common organization structures used today and
understand their strengths and weaknesses.
Present the process of downsizing.
Describe and evaluate the reengineering intervention.
In this chapter, we begin to examine techno-structural interventions—change programsfocusing on the technology and structure of
organizations. Increasing global competition and
rapid technological and environmental changes
are forcing organizations to restructure them-
selves from rigid bureaucracies to leaner, more
flexible designs. These new forms of organi-
zing are highly adaptive and innovative, but
require more sophisticated managerial capabilities
to operate successfully. They often result in fewer
managers and employees and in streamlined work
flows that break down functional barriers.
Interventions aimed at structural design include
moving from more traditional ways of dividing the
organization’s overall work, such as functional,
divisional, and matrix structures, to more integrative
and flexible forms, such as process, customer-centric,
and network structures. Diagnostic guidelines help
determine which structure is appropriate for particular
organizational environments, technologies, and
conditions.
Downsizing seeks to reduce costs and
bureaucracy by decreasing the size of the organi-
zation. This reduction in personnel can be accomp-
lished through layoffs, organization redesign, and
outsourcing, which involves moving functions that
are not part of the organization’s core competence
to outside contractors. Successful downsizing is
closely aligned with the organization’s strategy.
Reengineering radically redesigns the organi-
zation’s core work processes to give tighter
linkage and coordination among the different
tasks. This workflow integration results in faster,
more responsive task performance. Reengineering
often is accomplished with new information
technology that permits employees to control and
coordinate work processes more effectively.
12-1 Structural Design
Organization structure describes how the overall work of the organization is divided into
subunits and how these subunits are coordinated for task completion. Based on a contin-
gency perspective shown in Figure 12.1, organization structures should be designed to
fit with at least four factors: the environment, organization size, technology, and
339
organization strategy. Organization effectiveness depends on the extent to which its
structure is responsive to these contingencies.1
Organizations traditionally have structured themselves into one of three forms: func-
tional departments that are task specialized; self-contained divisional units that are ori-
ented to specific products, customers, or regions; or matrix structures that combine both
functional specialization and self-containment. Faced with accelerating changes in com-
petitive environments and t ...
Homework 2NameInstitution AffiliationsProfesso
Homework 2
Name
Institution Affiliations
Professor
Date
Homework 2
Human Process Intervention
Human Process Intervention is evident when Honeywell decides to employ process mapping (page 369). It enhances the employee’s ability to explore and think of more ways of improving beyond the known boundaries. It enabled the team to identify the areas that did not need additional resources, yet they could improve (Page 369 and Page 203). This intervention was also important since it made the employees develop an implementation plan. Additionally, the company also established a steering committee that had the objective of ensuring the entire change process runs smoothly without interference. The committee was also crucial for tracking results and establishing goals (Page 369).
Techno-structural Intervention
This is also another important intervention that ensures the change is actualized. This was evident when the company applied the fail-saving process (Page 369 ). The process was that analyze the defects and the root causes of the defects. The company ensured that its employees were trained and developed to achieve this goal (Salman-fuu, 2017). This is intervention is also evident in sustaining change ar RMIT university Library (Page 202).
Human Resource Management Intervention
As a form of improving staff morale, the company also rewarded its employees (Page 370). It is a form of human resource management. It boosts the quality of work produced and the employees' energy into an assigned task. Additionally, a conducive environment should accept the incoming change and fit the employees. Honeywell ensured that a conducive environment was embraced to support both the employees and the implemented change.
Strategic Resource Intervention
It acts as a link between the internal functioning of an organization and the external environment. Honeywell made sure that they incorporated this type of intervention for the success of the implemented change. For example, they focused on customers' satisfaction to make more profits.
References
Salman-fuu. (2017, July 19). Techno structural interventions. Share and Discover Knowledge on SlideShare. https://www.slideshare.net/salman-fuu/techno-structural-interventions#:~:text=
%E2%80%A2%20Techno%2DStructural%20interventions%20are,Highly%20adaptable
%20Organizational%20Development%203
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12
Restructuring Organizations
learning
objectives
Describe the most common organization structures used today and
understand their strengths and weaknesses.
Present the process of downsizing.
Describe and evaluate the reengineering intervention.
I
n this chapter, we begin to examine techno-
structural interventions—change programs
focusing on the technology and structure of
organizations. Increasing global competition and
rapid technological and environmental changes
are forcing organizations to restructure them-
selves from rigid bureaucracies t ...
Organizational structure in Organization
The document discusses organizational structure and the key elements that comprise it. It describes common structural configurations like functional, divisional, team-based, and matrix structures. For each structure, it outlines the main coordinating mechanisms, benefits, and limitations. Additionally, it discusses how factors like organizational size, technology, and strategy influence the design of an organization's structure.
Chapter 9management10theditionbyrobbinsandcoulter-130822070313-phpapp02 - vis...
This document discusses organizational structure and design. It covers key elements of organizational design like work specialization, departmentalization, chain of command, span of control, and centralization. Traditional organizational designs like functional, divisional, and simple structures are described. Contemporary designs include team structures, matrix structures, project structures, and boundaryless organizations. Challenges of designing organizations in today's environment are also noted.
Organizational Structure and Design
1. Outline the foundation concepts of organisational structure.
2. Specify the basic features of the bureaucratic form of organisational structure.
3. Describe contemporary organisational designs.
THE ORGANISING FUNCTION.pptx
The document discusses the organizing function of management. Organizing involves identifying activities, departmentalizing tasks, classifying authority, and coordinating departments. It examines different organizational structures like functional, divisional, matrix, process, and network structures. Functional structure groups tasks by specialty and is best for stable environments. Divisional structure separates tasks by product/customer and allows for rapid response. Matrix structure combines functional and divisional approaches. Coordination integrates separate organizational parts to achieve overall objectives.
Chap08
The document discusses key aspects of organizational design including:
1) The three main components of organizational design are organizational structure, integrating mechanisms, and locus of decision making.
2) The four main types of organizational structure are functional, divisional, matrix, and network, each appropriate under different strategic conditions.
3) Factors like interdependence affect the need for coordination, which can be managed through integrating mechanisms like information systems and committees.
4) The locus of decision making can be centralized or decentralized, with each approach fitting different environmental conditions.
Chapter11
This document discusses the basic elements of organizing, including designing jobs, grouping jobs into departments, establishing reporting relationships, distributing authority, and coordinating activities. It provides details on approaches to job design such as specialization, rotation, enlargement, and enrichment. It also explains different bases for departmentalization including functional, product, customer, location, and time. Reporting relationships, spans of management, and structural coordination techniques are also summarized.
Lesson 12 Managing Organization Design
This document discusses organizational design and the different types of organizational structures. It begins by defining organizational design as the set of structural elements and relationships used to manage an organization. There are two main perspectives on organizational design: the bureaucratic model and behavioral model. The document then examines different situational factors that influence organizational design such as technology, environment, size, strategy, and functions. It also outlines several common forms of organizational design including U-form, H-form, M-form, and matrix designs. Emerging issues like team-based and virtual organizations are also addressed. Finally, the document discusses international considerations for organizational design.
Chapter 7 strategic management
This document discusses various strategies for implementing organizational changes, including establishing annual objectives, revising policies and structures, and allocating resources. It compares functional and divisional organizational structures and describes how a matrix or strategic business unit structure can be used. Restructuring aims to reduce costs through downsizing while reengineering focuses on improving processes for employees and customers.
Organizing
This document discusses key concepts related to organizing and organization structures. It begins by defining organizing as developing an organizational structure and allocating resources to achieve objectives. Common organization structures include functional, divisional, and matrix structures. The document then examines theories of organization design such as simple, functional, and divisional structures. Modern theories include team design, matrix design, and boundaryless design. Other topics covered include delegation, centralization vs decentralization, and the roles of formal and informal organizations.
Management Chapter10
The document discusses organizational structure and culture. It covers factors that influence organizational structure choice like the environment, strategy, technology, and human resources. It also describes different types of structures including functional, divisional, matrix, and hybrid structures. Additionally, it discusses job design, authority allocation, integrating mechanisms, sources of organizational culture, and characteristics of strong versus weak cultures.
organizational structure and design in principle of management (chapter 6)
task for my group in this subject but we did it simple as we can .. the explanation is already wrote in the text book .. all the examples were there .
Classification of Organization Structure.pdf
The classification of an organization typically refers to categorizing it based on factors such as its structure, purpose, industry, or legal status. It helps define the nature and characteristics of the organization. Sure, organizations can be classified in various ways:
1. **Legal Structure:**
- Sole Proprietorship
- Partnership
- Corporation
- Limited Liability Company (LLC)
- Nonprofit Organization
2. **Purpose:**
- For-profit organizations
- Nonprofit organizations
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3. **Industry:**
- Manufacturing
- Services
- Healthcare
- Technology
- Education
4. **Size:**
- Small and Medium-sized Enterprises (SMEs)
- Large Corporations
5. **Structure:**
- Hierarchical
- Flat/Organic
- Matrix
6. **Geographic Scope:**
- Local
- National
- International
7. **Ownership:**
- Publicly traded
- Privately held
Each classification provides insights into different aspects of an organization's identity and operations. Certainly, let's delve a bit deeper into some of these classifications:
1. **Legal Structure:**
- **Sole Proprietorship:** Owned by a single individual. Simple structure, but the owner is personally liable.
- **Partnership:** Owned by two or more individuals who share profits and liabilities.
- **Corporation:** A separate legal entity from its owners, providing limited liability to shareholders.
- **Limited Liability Company (LLC):** Blends aspects of a corporation and a partnership, offering liability protection and flexibility.
2. **Purpose:**
- **For-profit organizations:** Aim to generate profits for owners/shareholders.
- **Nonprofit organizations:** Exist for a mission or cause, with any surplus reinvested in the organization.
3. **Industry:**
- **Manufacturing:** Produce physical goods.
- **Services:** Provide intangible products.
- **Healthcare, Technology, Education:** Specific sectors with unique characteristics.
4. **Size:**
- **SMEs:** Smaller in scale, often more locally focused.
- **Large Corporations:** Global entities with complex structures and diverse operations.
5. **Structure:**
- **Hierarchical:** Traditional with clear lines of authority.
- **Flat/Organic:** Fewer layers of management, fostering collaboration.
- **Matrix:** Employees report to multiple managers based on projects or functions.
6. **Geographic Scope:**
- **Local, National, International:** Reflects the extent of operations.
7. **Ownership:**
- **Publicly traded:** Shares available to the public, often listed on stock exchanges.
- **Privately held:** Ownership is private, not publicly traded.
These classifications are tools for understanding and analyzing the diverse landscape of organizations, each with its unique characteristics and implications.
Principle and Practice of Management MGT Ippt chap008
This document discusses organization structure and how to effectively structure organizations. It covers key topics such as differentiation, integration, authority, span of control, centralization vs decentralization, and different types of organizational structures including functional, divisional, matrix, and network structures. Effective coordination and information sharing are also discussed as important aspects of organizational design.
Week 7 Github - SI- Architecture.pptx
This document discusses systems integration and architectural approaches for combining independent systems within an organization. It notes that systems should be designed with an architectural view to avoid failures in interoperability as organizations grow larger. The key aspects covered include:
- The need for systems integration to ensure flexibility, speed, cost effectiveness, standardization, data integrity, reliability and robustness across departments within large organizations.
- Theories of systems integration including processes, approaches, drivers, tools, techniques, critical success factors and best practices.
- Methods for integrating legacy systems, new systems, business-to-business systems, and commercial off-the-shelf products.
Organization Structure and Design
The document discusses various concepts related to organizational structure and design including departmentalization, establishing reporting relationships, allocating authority, coordination activities, and basic forms of organizational design. It provides examples of different departmentalization approaches like functional, team-based, matrix, and network. It also outlines principles of organizational design such as division of labor, unity of command, and spans of control. Current issues organizations face include adapting to a changing environment and addressing workforce diversity and ethics.
Organizing
The dynamic organizational environment has lead to significant structural changes in order to remain in business and gain the competitive edge. In addition, new technological developments is influence much of the change, certainly in the offering of quick and reliable customer service. The topic of organizing is very relevant as a managerial function. This presentation is aimed at:
Defining the concept of organizing.
Describing the various types of organizational structure.
Explaining the connection between structure and strategy
Organizing
The document discusses different approaches to organizational structure. It defines organizing and key terms like functional structure, divisional structure, matrix structure, teams structure, and networking. The main organizational structures discussed are functional (grouping by skills), divisional (grouping by products, geography, customers), matrix (dual reporting relationships), and teams. The document explains the advantages and disadvantages of each approach.
Chap014.pdf
The document discusses organizational architecture and how it relates to international business strategy. It defines organizational architecture as including organizational structure, control systems, incentives, processes, culture, and human resources. It then examines each of these elements in detail. For example, it discusses different types of organizational structures like functional, divisional, matrix and how they relate to different stages of international expansion. It also analyzes how factors like performance ambiguity and need for integration vary based on whether a firm pursues a localization, international, global standardization or transnational strategy. The matrix structure is said to be common for firms pursuing a transnational strategy due to their high need for coordination across borders.
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Chapter 9management10theditionbyrobbinsandcoulter-130822070313-phpapp02 - vis...
Chapter 9management10theditionbyrobbinsandcoulter-130822070313-phpapp02 - vis...
organizational structure and design in principle of management (chapter 6)
organizational structure and design in principle of management (chapter 6)
Principle and Practice of Management MGT Ippt chap008
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Restructuring organizations (1)
- 1. Restructuring Organizations By BETA RIZQI F
- 2. Restructuring Organizations Learning Objectives Describe the most common organization structures used today understand their strengths and weaknesses Present the process of downsizing Describe and evaluate the reengineering intervention
- 3. 12-1 Structural Design • Organization structure describe how the overall work of the organization is divided into subunits and how these subunits are coordinated for task completion. Based on this picture, organization structures should be designed to fit with at least four factors: the environment, organization size, technology, and organization strategy
- 4. 12-1a The Functional Structure The most widely used organizational structure in the world today is the basic functional structure
- 5. The advantages and disadvantages of functional structures
- 6. 12-1b The Divisional Structure Also known as a product or self-contained-unit structure
- 7. The advantages and disadvantages of divisional structures.
- 8. 12-1c The Matrix Structure Some organization development (OD) practitioners have focused on maximizing the strengths and minimizing the weaknesses of both the functional and the divisional structures, and this effort has resulted in the matrix structure.
- 10. 12-1d The Process Structure A relatively new logic for structuring organizations is to form multidisciplinary teams around core processes, such as product development, order fulfillment, sales generation, and customer support
- 12. 12-1e The Customer-Centric Structure • Closely related to the process-based structure, the customer-centric structure focuses subunits on the creation of solutions and the satisfaction of key customers or customer groups. • Customer-centric structures have a very different look and feel. As shown in Table 12.6, customer-centric structures have important strengths and weaknesses. Customer-centric structures present one face to the customer. Divisional structures, for example, can confuse customers when each division sends its own sales team.
- 16. 12-1f The Network Structure A network structure manages the diverse, complex, and dynamic relationships among multiple organizations or units, each specializing in a particular business function or task. As shown in Figure 12.8, the network structure redraws organizational boundaries and links separate organizations or business units to facilitate task interaction.
- 17. Network structures typically have the following characteristics: 1. Vertical disaggregation 2. Brokers. 3. Coordinating mechanisms.
- 18. 12-2 Downsizing • Downsizing refers to interventions aimed at reducing the size of the organization. • This typically is accomplished by decreasing the number of employees through layoffs, attrition, redeployment, or early retirement or by reducing the number of organizational units or managerial levels through divestiture, outsourcing, reorganization, or delayering
- 19. 12-2a Application Stages Successful downsizing interventions tend to proceed by the following steps: 1. Clarify the organization’s strategy 2. Assess downsizing options and make relevant chioces 3. Implement the changes 4. Address the needs of survivors and those who leave 5. Follow through with growth plans
- 20. 12-2b Results of Downsizing
- 21. 12-3 Reengineering The final restructuring intervention is reengineering—the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in performance. Reengineering transforms how organizations traditionally produce and deliver goods and services.
- 22. 12-3a Application Stages The following application steps are included in most reengineering efforts, although the order may change slightly from one situation to another: 1. Prepare the organization 2. Fundamentally rethink the way work gets done. a. Identify and analyze core business processes b. Define performance objectives c. Design new processes 3. Restructure the organization around the new business processes
- 23. 12-3b Results from Reengineering • The results from reengineering vary widely. • Industry journals and the business press regularly contain accounts of dramatic business outcomes attributable to reengineering.