ORGMA ppt10 GE

Copyright © 2012 Pearson Education, Inc.
Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education
Publishing as Prentice Hall 10-1
Chapter 10: Foundations of
Organizational Design
•Describe six key elements in organizational

design
•Contrast mechanistic and organic structures
•Discuss the contingency factors that favor
either the mechanistic model or the organic
model of organizational design
•Describe traditional organizational designs

Designing Organizational Structure
• Organizing - arranging and structuring work to accomplish an
organization’s goals.
• Organizational Structure - the formal arrangement of jobs within
an organization.
• Organizational Design - a process involving decisions about six key
elements:
• Work specialization
• Departmentalization
• Chain of command
• Span of control
• Centralization and decentralization
• Formalization

Exhibit 10-1: Purposes of Organizing

Organizational Structure
1. Work Specialization
– The degree to which tasks in the
organization are divided into separate jobs
with each step completed by a different
person.
– Overspecialization can result in human
diseconomies such as boredom, fatigue,
stress, poor quality, increased absenteeism,
and higher turnover.
Exhibit 10-2: Economies and Diseconomies
of Work Specialization

2. Departmentalization
•How jobs are grouped together

Departmentalization by Type
• Functional • Process
– Grouping jobs by – Grouping jobs on the
functions performed basis of product or
• Product customer flow
– Grouping jobs by • Customer
product line – Grouping jobs by type of
• Geographical customer and needs
– Grouping jobs on the
basis of territory or
geography

Publishing as Prentice ©2012
Hall Pearson Education 10-8
Exhibit 10-3: The Five Common
Forms of Departmentalization

Exhibit 10-3: The Five Common Forms of
Departmentalization (cont.)

Exhibit 10-3: The Five Common Forms of
Departmentalization (cont.)

3. Chain of Command
•The continuous line of authority that
extends from upper levels of an
organization to the lowest levels of the
organization—clarifies who reports to
whom.

Organizational Structure (cont.)
• Authority - the rights inherent in a managerial
position to tell people what to do and to expect them
to do it.
• Responsibility - the obligation or expectation to
perform.
• Unity of Command - the concept that a person
should have one boss and should report only to that
person.
• Acceptance theory of authority- authority comes
from the willingness of subordinates to accept it.
Exhibit 10-4: Chain of Command
and Line Authority

Exhibit 10-5: Line vs. Staff Authority

4. Span of Control
•The number of employees who
can be effectively and efficiently
supervised by a manager.

Exhibit 10-6: Contrasting Spans of Control

Width of span is affected by:
• Skills and abilities of the manager
• Employee characteristics
• Characteristics of the work being done
• Similarity of tasks
• Complexity of tasks
• Physical proximity of subordinates
• Standardization of tasks
• Sophistication of the organization’s
information system
• Strength of the organization’s culture
• Preferred style of the manager
5. Centralization and Decentralization
• Centralization - the degree to which
decision making is concentrated at
upper levels in the organization.
• This is common in organizations in which top
managers make all the decisions and lower-
level employees simply carry out those
orders.

• Decentralization - when an
organization relegates decision making
to managers who are closest to the
action.
– Employee Empowerment
• Increasing the decision-making authority
(power) of employees

Exhibit 10-7: Centralization or
Decentralization

6. Formalization
– The degree to which jobs within the
organization are standardized and the
extent to which employee behavior is
guided by rules and procedures.
• Highly formalized jobs offer little discretion over
what is to be done.
• Low formalization means fewer constraints on
how employees do their work.
MECHANISTIC AND ORGANIC STRUCTURES
• Mechanistic organization – or
bureaucracy was the natural result of
combining the six elements of structure.
• Organic organization – is a highly
adaptive form that is as loose and
flexible as the mechanistic organization
is rigid and stable.
Exhibit 10-8: Mechanistic Versus
Organic Organizations

Contingency Factors
• Structural decisions are influenced by:
– Overall strategy of the organization
– Size of the organization
– Technology use employed by the
organization
– Degree of environmental uncertainty

Contingency Factors (cont.)
• Strategy Frameworks:
– Innovation
• Pursuing competitive advantage through
meaningful and unique innovations favors an
organic structuring
– Cost minimization
• Focusing on tightly controlling costs requires
a mechanistic structure for the organization
• Strategy and Structure
– Achievement of strategic goals is facilitated by
changes in organizational structure that
accommodate and support change.
• Size and Structure
– As an organization grows larger, its structure tends
to change from organic to mechanistic with
increased specialization, departmentalization,
centralization, and rules/regulations.
• Technology and Structure
– Organizations adapt their structures to their technology.
– Woodward’s classification of firms based on the
complexity of the technology employed:
– Unit production of single units or small batches
– Mass production of large batches of output
– Process production in continuous process of outputs
– Routine technology = mechanistic organizations
– Non-routine technology = organic organizations

• Environmental Uncertainty and Structure
– Mechanistic organizational structures tend to be
most effective in stable and simple environments.
– The flexibility of organic organizational structures
is better suited for dynamic and complex
environments.

Exhibit 10-9: Woodward’s Findings on
Technology and Structure

Traditional Designs
• Simple structure
• Low departmentalization, wide spans of control, centralized
authority, little formalization
• Functional structure
• Departmentalization by function
• Operations, finance, marketing, human resources, and product
research and development
• Divisional structure
• Composed of separate business units or divisions with limited
autonomy under the coordination and control of the parent
corporation

Exhibit 10-10: Traditional
Organizational Designs

Terms to Know
• organizing • mechanistic organization
• organizational structure • organic organization
• organizational chart • unit production
• organizational design • mass production
• work specialization
• process production
• departmentalization
• cross-functional teams
• simple structure
• chain of command • functional structure
• authority • divisional structure
• responsibility • team structure
• unity of command • matrix structure
• span of control • project structure
• centralization • boundaryless organization
• decentralization • virtual organization
• employee empowerment
• network organization
• formalization
• learning organization

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Copyright © 2012 Pearson Education, Inc.

•Describe six key elements in organizational

Copyright © 2012 Pearson Education, Inc.

Copyright © 2012 Pearson Education, Inc.

Copyright © 2012 Pearson Education, Inc.

Copyright © 2012 Pearson Education, Inc.

Copyright © 2012 Pearson Education, Inc.

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Copyright © 2012 Pearson Education, Inc.

Copyright © 2012 Pearson Education, Inc.

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