Organizational Structure and Design: Stephen P. Robbins Mary Coulter

ninth edition
STEPHEN P. ROBBINS
PowerPoint Presentation by Charlie Cook
The University of West Alabama
MARY COULTER
2007 Prentice Hall, Inc.
All rights reserved.
Organizational
Structure and Design
Chapter
10
2007 Prentice Hall, Inc. All rights reserved. 102
L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
Defining Organizational Structure
Discuss the traditional and contemporary views of work
specialization, chain of command, and span of control.
Describe each of the five forms of departmentalization.
Explain cross-functional teams.
Differentiate, authority, responsibility, and unity of
command.
Tell what factors influence the amount of centralization
and decentralization.
Explain how formalization is used in organizational
design.

L E A R N I N G O U T L I N E (contd)
Organizational Design Decisions
Contrast mechanistic and organic organizations.
Explain the relationship between strategy and structure.
Tell how organizational size affects organizational design.
Discuss Woodwards findings on the relationship of
technology and structure.
Explain how environmental uncertainty affects
organizational design.
L E A R N I N G O U T L I N E (contd)
Common Organizational Designs
Contrast the three traditional organizational designs.
Explain team, matrix, and project structures.
Describe the design of virtual and network organizations.
Discuss the organizational design challenges facing
managers today.
Defining Organizational Structure
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 101 Purposes of Organizing
Divides work to be done into specific jobs and
departments.
Assigns tasks and responsibilities associated with
individual jobs.
Coordinates diverse organizational tasks.
Clusters jobs into units.
Establishes relationships among individuals,
groups, and departments.
Establishes formal lines of authority.
Allocates and deploys organizational resources.
Organizational Structure
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
from boredom, fatigue, stress, poor quality, increased
absenteeism, and higher turnover.
Departmentalization by Type
Functional
Grouping jobs by
functions performed
Product
Grouping jobs by product
line
Geographical
Grouping jobs on the
basis of territory or
geography
Process
Grouping jobs on the
basis of product or
customer flow
Customer
Grouping jobs by type of
customer and needs

Exhibit 102 Functional Departmentalization
Advantages
Efficiencies from putting together similar specialties and
people with common skills, knowledge, and orientations
Coordination within functional area
In-depth specialization
Disadvantages
Poor communication across functional areas
Limited view of organizational goals
Exhibit 102 (contd) Geographical Departmentalization
Advantages
More effective and efficient handling of specific
regional issues that arise
Serve needs of unique geographic markets better
Disadvantages
Duplication of functions
Can feel isolated from other organizational areas
Exhibit 102 (contd) Product Departmentalization
+ Allows specialization in particular products and services
+ Managers can become experts in their industry
+ Closer to customers
Duplication of functions
Limited view of organizational goals
Exhibit 102 (contd) Process Departmentalization
+ More efficient flow of work activities
Can only be used with certain types of products
Exhibit 102 (contd) Customer Departmentalization
+ Customers needs and problems can be met by specialists
- Duplication of functions
- Limited view of organizational goals
Organization Structure (contd)
Chain of Command
The continuous line of authority that extends from
upper levels of an organization to the lowest levels of
the organization and clarifies who reports to who.

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.
Span of Control
The number of employees who can be effectively and
efficiently supervised by a manager.
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
Exhibit 103 Contrasting Spans of Control
Centralization
The degree to which decision-making is concentrated
at a single point in the organizations.
Organizations in which top managers make all the decisions
and lower-level employees simply carry out those orders.
Decentralization
Organizations in which decision-making is pushed
down to the managers who are closest to the action.
Employee Empowerment
Increasing the decision-making authority (power) of
employees.
Exhibit 104 Factors that Influence the Amount of Centralization
More Centralization
Environment is stable.
Lower-level managers are not as capable or experienced at
making decisions as upper-level managers.
Lower-level managers do not want to have a say in decisions.
Decisions are relatively minor.
Organization is facing a crisis or the risk of company failure.
Company is large.
Effective implementation of company strategies depends on
managers retaining say over what happens.
Exhibit 104 (contd) Factors that Influence the Amount of Centralization
More Decentralization
Environment is complex, uncertain.
Lower-level managers are capable and experienced at making
decisions.
Lower-level managers want a voice in decisions.
Decisions are significant.
Corporate culture is open to allowing managers to have a say in
what happens.
Company is geographically dispersed.
Effective implementation of company strategies depends on
managers having involvement and flexibility to make decisions.
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.
Organizational Design Decisions
Mechanistic Organization
A rigid and tightly controlled
structure
High specialization
Rigid departmentalization
Narrow spans of control
High formalization
Limited information network
(downward)
Low decision participation
Organic Organization
Highly flexible and
adaptable structure
Non-standardized jobs
Fluid team-based structure
Little direct supervision
Minimal formal rules
Open communication
network
Empowered employees
Exhibit 105 Mechanistic versus Organic Organization
High specialization
Rigid departmentalization
Clear chain of command
Narrow spans of control
Centralization
High formalization
Cross-functional teams
Cross-hierarchical teams
Free flow of information
Wide spans of control
Decentralization
Low formalization
Contingency Factors
Structural decisions are influenced by:
Overall strategy of the organization
Organizational structure follows strategy.
Size of the organization
Firms change from organic to mechanistic organizations as
they grow in size.
Technology use by the organization
Firms adapt their structure to the technology they use.
Degree of environmental uncertainty
Dynamic environments require organic structures;
mechanistic structures need stable environments.
Contingency Factors (contd)
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.
Imitation
Minimizing risks and maximizing profitability by copying
market leaders requires both organic and mechanistic
elements in the organizations structure.
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 and regulations.
Technology and Structure
Organizations adapt their structures to their
technology.
Woodwards 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
Exhibit 106 Woodwards Findings on Technology, Structure,
and Effectiveness
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.
Common Organizational Designs
Traditional Designs
Simple structure
Low departmentalization, wide spans of control, centralized
authority, little formalization
Functional structure
Departmentalization by function
Operations, finance, human resources, and product
research and development
Divisional structure
Composed of separate business units or divisions with limited
autonomy under the coordination and control the parent
corporation.
Exhibit 107 Strengths and Weaknesses of Traditional
Organizational Designs
Exhibit 108 Contemporary Organizational Designs
Team Structure
What it is: A structure in which the entire organization is made up of
work groups or teams.
Advantages: Employees are more involved and empowered. Reduced
barriers among functional areas.
Disadvantages: No clear chain of command. Pressure on teams to perform.
Matrix-Project Structure
What it is: A structure that assigns specialists from different functional
areas to work on projects but who return to their areas when
the project is completed. Project is a structure in which
employees continuously work on projects. As one project is
completed, employees move on to the next project.
Advantages: Fluid and flexible design that can respond to environmental
changes. Faster decision making.
Disadvantages: Complexity of assigning people to projects. Task and
personality conflicts.
Exhibit 108 (contd) Contemporary Organizational Designs
Boundaryless Structure
What it is: A structure that is not defined by or limited to artificial
horizontal, vertical, or external boundaries; includes virtual
and network types of organizations.
Advantages: Highly flexible and responsive. Draws on talent wherever its
found..
Disadvantages: Lack of control. Communication difficulties..
Organizational Designs (contd)
Contemporary Organizational Designs
Team structures
The entire organization is made up of work groups or self-
managed teams of empowered employees.
Matrix and project structures
Specialists from different functional departments are assigned
to work on projects led by project managers.
Matrix and project participants have two managers.
In project structures, employees work continuously on
projects; moving on to another project as each project is
completed.
Exhibit 109 An Example of a Matrix Organization
Contemporary Organizational Designs (contd)
Boundaryless Organization
An flexible and unstructured organizational design that is
intended to break down external barriers between the
organization and its customers and suppliers.
Removes internal (horizontal) boundaries:
Eliminates the chain of command
Has limitless spans of control
Uses empowered teams rather than departments
Eliminates external boundaries:
Uses virtual, network, and modular organizational
structures to get closer to stakeholders.
Removing External Boundaries
Virtual Organization
An organization that consists of a small core of full-time
employees and that temporarily hires specialists to work on
opportunities that arise.
Network Organization
A small core organization that outsources its major
business functions (e.g., manufacturing) in order to
concentrate what it does best.
Modular Organization
A manufacturing organization that uses outside suppliers to
provide product components for its final assembly
operations.
Todays Organizational Design
Challenges
Keeping Employees Connected
Widely dispersed and mobile employees
Building a Learning Organization
Managing Global Structural Issues
Cultural implications of design elements
The Learning Organization
An organization that has developed the capacity to
continuously learn, adapt, and change through the
practice of knowledge management by employees.
Characteristics of a learning organization:
An open team-based organization design that empowers
employees
Extensive and open information sharing
Leadership that provides a shared vision of the organizations
future, support and encouragement
A strong culture of shared values, trust, openness, and a
sense of community.
Terms to Know
organizing
organizational structure
organizational design
work specialization
departmentalization
functional departmentalization
product departmentalization
geographical
departmentalization
process departmentalization
customer departmentalization
cross-functional teams
chain of command
authority
responsibility
unity of command
span of control
centralization
decentralization
employee empowerment
formalization
mechanistic organization
organic organization
unit production
mass production
process production
simple structure
functional structure
Terms to Know
divisional structure
team structure
matrix structure
project structure
boundaryless organization
virtual organization
network organization
learning organization
organizational chart

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ninth edition

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