reframing organizations, 4 th ed.. chapter 4 structure and restructuring
TRANSCRIPT
Structure and Restructuring
Structural Dilemmas Structural Configurations Generic Issues in Restructuring Why Restructure? Making Restructuring Work
Three Case Examples
Structural Dilemmas
Differentiation versus Integration Gaps versus Overlaps Underuse versus Overload Lack of Clarity versus Lack of Creativity Excessive Autonomy versus Excessive
Interdependence Too Loose versus Too Tight Goalless versus Goal bound Irresponsible versus Unresponsive
Structural Configuration
Mintzberg’s Fives Strategic apex Middle
management Operating core Techno structure Support staff
Mintzberg’s Structural Configurations
Simple Structure Machine Bureaucracy Professional
Bureaucracy Divisionalized Form Adhocracy
Mintzberg’s Structural Configurations
Simple Structure Machine Bureaucracy Professional
Bureaucracy Divisionalized Form Adhocracy
Mintzberg’s Structural Configurations
Simple Structure Machine Bureaucracy Professional
Bureaucracy Divisionalized Form Adhocracy
Mintzberg’s Structural Configurations
Simple Structure Machine Bureaucracy Professional
Bureaucracy Divisionalized Form Adhocracy
Mintzberg’s Structural Configurations
Simple Structure Machine Bureaucracy Professional
Bureaucracy Divisionalized Form Adhocracy
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
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
Why Restructure?
The environment shifts Technology changes Organizations grow Leadership changes Troubled firms
Impulsive firms Stagnant bureaucracies Headless giants
Making Restructuring Work: Three Case Examples Citibank’s Back Room Kodak’s Black and White Division Beth Israel Hospital
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 In the short term, restructuring produces
resistance, confusion, performance gaps Long run success depends on how well structure
aligns with environment