Organizational Theory, Design and Change (نظریه سازمان، طراحی و تغییر)

Organizational Theory, Design and Change (نظریه سازمان، طراحی و تغییر)

اسلاید 1: 1Copyright 2004 Prentice HallOrganizational Theory, Design, and Change Text and Cases Fourth Edition Gareth R. Jones

اسلاید 2: 2Copyright 2004 Prentice HallLearning ObjectivesDescribe the four basic organizational design challenges confronting managers and consultantsDiscuss the way in which these challenges must be addressed simultaneously if a high-performing organizational structure is to be created

اسلاید 3: 3Copyright 2004 Prentice HallLearning ObjectivesDistinguish among the design choices that underlie the creation of either a mechanistic or an organic structureRecognize how to use contingency theory to design a structure that fits an organization’s environment

اسلاید 4: 4Copyright 2004 Prentice HallDesign Challenge 1DifferentiationPeople in this organization take on new tasks as the need arises and it’s very unclear who is responsible for what, and who should report to whom. This makes it difficult to know on whom to call when the need arises and to coordinate people’s activities so they work together as a team.

اسلاید 5: 5Copyright 2004 Prentice HallDifferentiationThe process by which an organization allocates people and resources to organizational tasks Establishes the task and authority relationships that allow the organization to achieve its goalsDivision of labor: the process of establishing and controlling the degree of specialization in the organization

اسلاید 6: 6Copyright 2004 Prentice HallDifferentiationIn a simple organization, differentiation is low because the division of labor is low. Individuals typically perform all organizational tasks.In a complex organization, differentiation is high because the division of labor is high.Total process is “divided up” so that individuals perform separate tasks.

اسلاید 7: 7Copyright 2004 Prentice HallOrganizational RolesSet of task-related behaviors required of a person by his or her position in an organizationAs the division of labor increases, managers specialize in some roles and hire people to specialize in others.Specialization allows people to develop their individual abilities and knowledge within their specific role.The identification of roles leads to authority and control issues.

اسلاید 8: 8Copyright 2004 Prentice HallAuthority and ControlAuthority: the power to hold people accountable for their actions and to make decisions concerning the use of organizational resourcesControl: the ability to coordinate and motivate people to work in the organization’s interests

اسلاید 9: 9Copyright 2004 Prentice HallSubunits: Functions and DivisionsFunction: a subunit composed of a group of people, working together, who possess similar skills or use the same kind of knowledge, tools, or techniques to perform their jobsDivision: a subunit that consists of a collection of functions or departments that share responsibility for producing a particular good or services

اسلاید 10: 10Copyright 2004 Prentice HallFive Function TypesSupport functions: facilitate an organization’s control of its relations with its environment and its stakeholdersPurchasing, sales and marketing, public relations and legal affairsProduction functions: manage and improve the efficiency of an organization’s conversion processes so that more value is createdProduction operations, production control, and quality control

اسلاید 11: 11Copyright 2004 Prentice HallFunctionsMaintenance functions: enable an organization to keep its departments in operationPersonnel, engineering and janitorial servicesAdaptive functions: allow an organization to adjust to changes in the environmentResearch and development, market research, and long-range planning

اسلاید 12: 12Copyright 2004 Prentice HallManagerial FunctionManagerial function: facilitate the control and coordination of activities within and among departmentsTop management, middle management, and lower-level management

اسلاید 13: 13Copyright 2004 Prentice HallFigure 4-2: Building Blocks of Differentiation

اسلاید 14: 14Copyright 2004 Prentice HallVertical and Horizontal DifferentiationVertical differentiation: the way an organization designs its hierarchy of authority and creates reporting relationships to link organizational roles and subunitsHorizontal differentiation: the way an organization groups organizational tasks into roles and roles into subunits (functions and divisions)

اسلاید 15: 15Copyright 2004 Prentice HallFigure 4-3: Horizontal and Vertical Differentiation

اسلاید 16: 16Copyright 2004 Prentice HallDesign Challenge 2Balancing Differentiation and IntegrationWe can’t get people to communicate and coordinate in this organization. Specifying tasks and roles is supposed to help coordinate the work process, but here it builds barriers between people and functions.

اسلاید 17: 17Copyright 2004 Prentice HallBalancing Differentiation and IntegrationHorizontal differentiation is supposed to enable people to specialize and become more productive.However, specialization often limits communication between subunits.People develop subunit orientation.Subunit orientation: a tendency to view one’s role in the organization strictly from the perspective of the time frame, goals, and interpersonal orientations of one’s subunit

اسلاید 18: 18Copyright 2004 Prentice HallIntegration and Integrating MechanismsIntegration: the process of coordinating various tasks, functions, and divisions so that they work together and not at cross-purposes

اسلاید 19: 19Copyright 2004 Prentice HallSeven Types of Integration MechanismsHierarchy of authority: “who reports to whom”Direct contact: managers meet face to face to coordinate activitiesLiaison roles: a specific manager is given responsibility for coordinating with managers from other subunits on behalf of their subunits

اسلاید 20: 20Copyright 2004 Prentice HallTypes of Integration MechanismsTask force: managers meet in temporary committees to coordinate cross-functional activitiesTeams: managers meet regularly in permanent committees to coordinate activities

اسلاید 21: 21Copyright 2004 Prentice HallIntegration MechanismsIntegrating role: a new role is established to coordinate the activities of two or more functions or divisionsIntegrating department: a new department is created to coordinate the activities of functions or divisions

اسلاید 22: 22Copyright 2004 Prentice HallTable 4-1: Types and Examples of Integrating Mechanisms

اسلاید 23: 23Copyright 2004 Prentice HallFigure 4-5: Integrating Mechanisms

اسلاید 24: 24Copyright 2004 Prentice HallBalancing Differentiation and IntegrationManagers facing the challenge of deciding how and how much to differentiate and integrate must do two things:Carefully guide the process of differentiation so that it develops the core competences that give the organization a competitive advantageCarefully integrate the organization by choosing appropriate integrating mechanisms that allow subunits to cooperate and that build up the organization’s core competences

اسلاید 25: 25Copyright 2004 Prentice HallDesign Challenge 3Balancing Centralization and DecentralizationPeople in this organization don’t take responsibility or risks. They are always looking to the boss for direction and supervision. As a result, decision making is slow and cumbersome, and we miss out on a lot of opportunities to create values.

اسلاید 26: 26Copyright 2004 Prentice HallBalancing Centralization and DecentralizationCentralization versus decentralization of authorityCentralized: organizational setup whereby the authority to make important decisions is retained by top level managersDecentralized: an organizational setup whereby the authority to make important decisions is delegated to managers at all levels in the hierarchy

اسلاید 27: 27Copyright 2004 Prentice HallBalancing Decision-Making AuthorityDecisions about how to distribute decision-making authority in an organization change as the organization grows and differentiatesBalancing authority is an ongoing managerial task.

اسلاید 28: 28Copyright 2004 Prentice HallDesign Challenge 4Balancing Standardization and Mutual AdjustmentPeople in this organization pay too much attention to the rules. Whenever I need somebody to satisfy an unusual customer request or need real quick service from another function, I can’t get it because no one is willing to bend or break the rules.

اسلاید 29: 29Copyright 2004 Prentice HallBalancing Standardization and Mutual AdjustmentStandardization: conformity to specific models or examples that are considered proper in a given situationMutual adjustment: the compromise that emerges when decision making and coordination are evolutionary processes and people use their judgment rather than standardized rules to address a problem Formalization: the use of written rules and procedures to standardize operations

اسلاید 30: 30Copyright 2004 Prentice HallBalancing Standardization and Mutual AdjustmentSocializationRules: formal, written statement that specify the appropriate means for reaching desired goalsNorms: standards or styles of behavior that are considered acceptable or typical for a group of peopleSocialization: the process by which organizational members learn the norms of an organization and internalize these unwritten rules of conduct

اسلاید 31: 31Copyright 2004 Prentice HallStandardization versus Mutual AdjustmentChallenge facing managers is to find a way of using rules and norms to standardize behavior However, at the same time, managers need to allow for mutual adjustment to give managers opportunity to discover new and better ways to achieve goals.

اسلاید 32: 32Copyright 2004 Prentice HallMechanistic and Organic Organizational StructuresMechanistic structures: structures which are designed to induce people to behave in predictable, accountable waysOrganic structures: structures which promote flexibility, so people initiate change and can adapt quickly to changing conditions

اسلاید 33: 33Copyright 2004 Prentice HallFigure 4-6: Mechanistic and Organic Structures

اسلاید 34: 34Copyright 2004 Prentice HallFigure 4-7: Task and Role Relationships

اسلاید 35: 35Copyright 2004 Prentice HallContingency ApproachA management approach in which the design of an organization’s structure is tailored to the sources of uncertainty facing an organizationOrganization should design its structure to fit its environment.

اسلاید 36: 36Copyright 2004 Prentice HallFigure 4-8: Fit Between the Organization and Its Environment

اسلاید 37: 37Copyright 2004 Prentice HallLawrence & Lorsch: Differentiation, Integration, and the EnvironmentInvestigated how companies in different industries differentiate and integrate their structures to fit the environmentThree industries that experienced different levels of uncertainty: The plastics industryThe food-processing industryThe container or can-manufacturing industry

اسلاید 38: 38Copyright 2004 Prentice HallFindings: Lawrence and LorschWhen environment is perceived as more unstable and uncertain:Effective organizations are less formalized, more decentralized and rely more on mutual adjustment.When environment is perceived as stable and certain:Effective organizations have a more centralized, standardized, and formalized structure:

اسلاید 39: 39Copyright 2004 Prentice HallTable 4-2: Uncertainty, Differentiation and Integration

اسلاید 40: 40Copyright 2004 Prentice HallBurns and StalkerAlso found that organizations need different kinds of structure to control their activities based on the environmentUnstable and changing environment: Organic structures are more effectiveStable environment: Centralized, formalized and standardized characteristic of mechanistic structures are more effective

اسلاید 41: 41Copyright 2004 Prentice HallFigure 4-10: Environmental Uncertainty and Structure