1 / 15

Reframing Organizations , 3 rd ed.

Reframing Organizations , 3 rd ed. Chapter 4. Structure and Restructuring. Structure and Restructuring. Structural Dilemmas Structural Configurations Generic Issues in Restructuring Why Restructure? Making Restructuring Work Three Case Examples. Structural Dilemmas.

colin-benson
Download Presentation

Reframing Organizations , 3 rd ed.

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Reframing Organizations, 3rd ed.

  2. Chapter 4 Structure and Restructuring

  3. Structure and Restructuring • Structural Dilemmas • Structural Configurations • Generic Issues in Restructuring • Why Restructure? • Making Restructuring Work • Three Case Examples

  4. Structural Dilemmas • Differentiation vs. Integration • Gaps vs. Overlaps • Underuse vs. Overload • Lack of Clarity vs. Lack of Creativity • Excessive Autonomy vs. Excessive Interdependence • Too Loose vs. Too Tight • Goalless vs. Goal bound • Irresponsible vs. Unresponsive

  5. Structural Configuration • Mintzberg’s Fives • Strategic apex • Middle management • Operating core • Techno structure • Support staff

  6. Mintzberg’s Structural Configurations • Simple Structure • Machine Bureaucracy • Professional Bureaucracy • Divisionalized Form • Adhocracy

  7. Mintzberg’s Structural Configurations • Simple Structure • Machine Bureaucracy • Professional Bureaucracy • Divisionalized Form • Adhocracy

  8. Mintzberg’s Structural Configurations • Simple Structure • Machine Bureaucracy • Professional Bureaucracy • Divisionalized Form • Adhocracy

  9. Mintzberg’s Structural Configurations • Simple Structure • Machine Bureaucracy • Professional Bureaucracy • Divisionalized Form • Adhocracy

  10. Mintzberg’s Structural Configurations • Simple Structure • Machine Bureaucracy • Professional Bureaucracy • Divisionalized Form • Adhocracy

  11. Helgesen’s Web of Inclusion • Emphasis on lateral relationships rather than hierarchy • Leadership at the center rather than at the top • Web builds from the center out through a network of interconnections

  12. Generic Issues in Restructuring: each component exerts distinct pressures • Strategic apex: pushes for more alignment, centralization • Middle managers try to protect autonomy and room to run their own unit • Techno structure pushes for standardization, believes in measurement and monitoring • Support staff prefers less hierarchy, more collaboration

  13. Why Restructure? • The environment shifts • Technology changes • Organizations grow • Leadership changes • Troubled firms • Impulsive firms • Stagnant bureaucracies • Headless giants

  14. Making Restructuring Work: Three Case Examples • Citibank’s Back Room • Kodak’s Black and White Division • Beth Israel Hospital

  15. Conclusion • Organization’s structure represents its effort to align internal processes with its external environment while balancing structural dilemmas • Mintzberg: structural configurations align with different tasks and environments • Changes in environment pressure organization to realign structure

More Related