reframing organizations, 4 th ed.. chapter 3 getting organized
TRANSCRIPT
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Reframing Organizations, 4th ed.
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Chapter 3
Getting Organized
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Getting Organized
Structural Assumptions Origins of the Structural Perspective Structural Forms and Functions Basic Structural Tensions Vertical Coordination
- Authority
- Rules and Policies
- Planning and Control Systems Lateral Coordination McDonald’s and Harvard: A Structural Odd Couple Structural Imperatives
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Structural Assumptions
Achieve established goals and objectives Increase efficiency and performance via
specialization and division of labor Appropriate forms of coordination and control Organizations work best when rationality
prevails Structure must align with circumstances Problems arise from structural deficiencies
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Origins of the Structural Perspective
Frederick Taylor – Scientific Management Efficiency, time and motion studies, etc.
Max Weber – Bureaucracy Fixed division of labor Hierarchy of offices Performance rules Separate personal and official property and rights Personnel selected for technical qualifications Employment as primary occupation
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Structural Forms and Functions
Blueprint for expectations and exchanges among internal and external players
Design options are almost infinite Design needs to fit circumstances
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Basic Structural Tensions
Differentiation: dividing work, division of labor Integration: coordinating efforts of different
roles and units Criteria for differentiation: function, time,
product, customer, place, process Suboptimization: units focus on local
concerns, lose sight of big picture
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Vertical coordination
Authority (the boss makes the decision) Rules and policies Planning and control systems
Performance control (focus on results) vs. action planning (focus on process)
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Lateral Coordination
Meetings Task Forces Coordinating Roles Matrix Structures Networks Strengths and Weaknesses of Lateral
Strategies
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McDonald’s and Harvard: A Structural Odd Couple
McDonald’s: clearer goals, more centralized, tighter performance controls
Harvard: diffuse goals, highly decentralized, high autonomy for professors
Why have two successful organizations developed such different structures?
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Structural Imperatives
Size and Age Core Process Environment Strategy and Goals Information Technology People: Nature of Workforce
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Conclusion
Structural frame – understanding the social architecture of work Structure is more than red tape and bureaucracy
Bad structure wastes resources, frustrates individuals, and undermines effectiveness
Good structure empowers individuals and units to work together and achieve goals
Differentiation and integration as the central structural challenge: how do we divide the work, and how do we coordinate once we divide?
Structure depends on situation Simpler more stable simpler, more hierarchical and
centralized structure Changing, turbulent environments more complex, flexible
structure