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Communication and Theatre 4/516: Leadership Seminar Structure and Organizational Design

Communication and Theatre 4/516: Leadership Seminar Structure and Organizational Design. Morgan: from bureaucracies to networks (six models of structure). Rigid bureaucracy (chain of command). bureaucracy with senior management team. bureaucracy with project teams and task forces.

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Communication and Theatre 4/516: Leadership Seminar Structure and Organizational Design

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  1. Communication and Theatre 4/516: Leadership Seminar Structure and Organizational Design

  2. Morgan: from bureaucracies to networks (six models of structure) • Rigid bureaucracy (chain of command)

  3. bureaucracy with senior management team

  4. bureaucracy with project teams and task forces

  5. Matrix for an aircraft company Civilian Commercial Military Design Production Marketing Thus each type of project must cooperate with each department at every level

  6. The project organization (a network of interaction)

  7. The loosely-coupled organic network (outsource, subcontract)

  8. Nohria: characteristics of networks (which are the communication links we maintain.)

  9. Because of complexity and information overload, the way to keep up is to belong to a sufficient number of networks to ensure access to information needed somewhere in the network system.

  10. Characteristics of networks: organizations are social networks (formal & informal)

  11. an organization exists in and participates in a sea of networks.

  12. Individual actions are a result of position in the networks.

  13. networks inform actions, and actions shape networks (reflexivity).

  14. Advantages of looking at organizations as networks: Centrality in networks is a source of power.

  15. Advantages, cont. One can be a central member in a group

  16. Advantages, cont. One can be a link between groups

  17. Advantages, cont. One can belong to many groups Steve’s memberships: spouse, father, grandfather, son, uncle, father-in-law, teacher, colleague, Provost’s council, union, elearning trainee, friends, fisherman, muscian, church, aarp, nca, costco, seattle art museum, YAM, PBS, KEMC, man, older, home owner, etc.

  18. Advantages, cont. Who gets to play (be involved in a project) is dependent on chooser’s networks

  19. Advantages, cont. In a very dense network system, alliances among companies can be formed.

  20. Advantages, cont. Networks are a distinct form of organizing • efficient, • governable, • flexible, • linking pin.

  21. Fisher: self-directed work teams, or we must use our human resources. I like the empowerment formula e (empowerment) = f (functionality)

  22. f = authority + resources + information + accountability http://tinyurl.com/38td5h http://scholar.google.com/schhp?ie=UTF-8&hl=en&tab=ws

  23. Review this and come to class being able to state why empowerment = 0 if any of A,R,I,A = 0.

  24. The Empowerment Continuum Task Forces, Quality Circles Employee Suggestions Self-Directed Work Teams low high

  25. Comparing SDWT with Traditional Orgs. Customer driven, multi-skilled workforce vs. management-driven work force of isolated specialists

  26. Few job descriptions vs. Many jobs descriptions Mention job description

  27. Information shared widely vs. Information limited

  28. Few levels of management vs. Many levels of management

  29. Whole business focus vs. Departmental focus Welcome to the Department of Communication and Theatre

  30. Shared goals vs. Segregated goals

  31. Purpose achievement emphasis vs. problem-solving emphasis

  32. High worker commitment vs. High management commitment

  33. Continuous improvements vs. Incremental improvements

  34. Self controlled vs. management controlled

  35. Values based vs. Policy/procedures based

  36. Smith & Sims: teams at the top, or at least it takes commitment of top management to encourage teamwork throughout the organization

  37. End of Session Nine

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