Managing Organizational

Structure and Culture

McGraw-Hill/Irwin
Contemporary Management, 5/e
Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
 Learning Objectives

• Identify the factors that influence

managers’ choice of an organizational
structure.
• Explain how managers group tasks into
jobs that are motivating and satisfying for
employees.
• Describe the types of organizational
structures managers can design, and
explain why they choose one structure
over another.
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 Learning Objectives

• Explain why managers must coordinate

jobs, functions, and divisions using the
hierarchy of authority and integrating
mechanisms
• List the four sources of organizational
culture and differentiate between a
strong, adaptive culture and a weak,
inert culture

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 Organizational Structure

• Organizational Architecture
– The organizational structure, control
systems, culture, and human resource
management systems that together
determine how
efficiently and
effectively
organizational
resources are used.

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Designing Organizational Structure

• Organizing
– The process by which managers establish
working relationships among employees to
achieve goals.
• Organizational Structure
– Formal system of task and reporting
relationships showing how workers use
resources.

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Designing Organizational Structure

• Organizational design
– The process by which managers create a
specific type of organizational structure and
culture so that a company can operate in
the most efficient and effective way

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Factors Affecting Organizational Structure

Figure 10.1 10-7

 The Organizational Environment

The Organizational Environment

– The quicker the environment changes, the
more problems face managers.
– Structure must be more flexible (i.e.,
decentralized authority) when environmental
change is rapid.

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 The Organizational Environment

Strategy
– Different strategies require the use of
different structures.
• A differentiation strategy needs a flexible
structure, low cost may need a more
formal structure.
• Increased vertical integration or
diversification also requires a more
flexible structure.

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 The Organizational Environment

Technology
– The combination of skills, knowledge, tools,
equipment, computers and machines used
in the organization.
– More complex technology makes it harder
for managers to
regulate the
organization.

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 The Organizational Environment

Technology
– Technology can be measured by:
• Task variety: the number of new
problems a manager encounters.
• Task analyzability: the availability of
programmed solutions to a manager to
solve problems.

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 The Organizational Environment

Human Resources
– Highly skilled workers whose jobs require
working in teams usually need a more
flexible structure.
– Higher skilled workers (e.g., CPA’s and
doctors) often have internalized professional
norms and values.

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 The Organizational Environment

• Human Resources
– Managers must take into account all four
factors (environment, strategy, technology
and human resources) when designing the
structure of the organization.

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 The Organizational Environment

The way an organization’s structure works

depends on the choices managers
make about:
1. How to group tasks into individual jobs
2. How to group jobs into functions and
divisions
3. How to allocate authority and
coordinate functions and divisions

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 Job Design

• Job Design
– The process by which managers decide
how to divide tasks into specific jobs.
– The appropriate division of labor results in
an effective and efficient workforce.

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 Job Design

• Job Simplification
– The process of reducing the tasks each
worker performs.
• Too much simplification and boredom
results.

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 Job Design

• Job Enlargement
– Increasing the number of different tasks in a
given job by changing the division of labor
• Job Enrichment
– Increasing the degree of responsibility a
worker has over a job

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 Job Enrichment

1. Empowering workers to experiment to

find new or better ways of doing the job
2. Encouraging workers to develop new
skills
3. Allowing workers to decide how to do
the work
4. Allowing workers to monitor and
measure their own performance

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 The Job Characteristics Model

Source: Adapted from J. R. Hackman and G. R. Oldham,

Work Redesign (Reading, MA: Addison-Wesley, 1980).

Figure 10.2 10-19

 Job Characteristics Model

Job Characteristic
Skill variety Employee uses a wide range of skills.

Task identity Worker is involved in all tasks of the job

from beginning to end of the production
process

Task significance Worker feels the task is meaningful to

organization.

Autonomy Employee has freedom to schedule tasks

and carry them out.

Feedback Worker gets direct information about how

well the job is done.

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 Grouping Jobs into Functions

• Function
– Group of people, working together, who
possess similar skills or use the same kind
of knowledge, tools, or techniques to
perform their jobs

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 Grouping Jobs into Functions

• Functional Structure
– An organizational structure composed of all
the departments that an organization
requires to produce its goods or services.

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 Functional Structure

• Advantages
– Encourages learning from others doing
similar jobs.
– Easy for managers to monitor and evaluate
workers.
– Allows managers to create the set of
functions they need in order to scan and
monitor the competitive environment

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 Functional Structure

• Disadvantages
– Difficult for departments to communicate
with others.
– Preoccupation with own department and
losing sight of organizational goals.

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 The
Functional
Structure of
Pier 1
Imports

Figure10.3 10-25
 Divisional Structures

• Divisional Structure
– Managers create a series of business units
to produce a specific kind of product for a
specific kind of customer

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Product,
Market, and
Geographic
Structures

Figure 10.4 10-27

 Types of Divisional Structures

• Product Structure
– Managers place each distinct product line or
business in its own self-contained division
– Divisional managers have the responsibility
for devising an appropriate business-level
strategy to allow the division to compete
effectively in its industry

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 Product Structure

• Allows functional managers to specialize

in one product area
• Division managers become experts in
their area
• Removes need for direct supervision of
division by corporate managers
• Divisional management improves the
use of resources

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 Types of Divisional Structures

• Geographic Structure
– Divisions are broken down by geographic
location
• Global geographic structure
– Managers locate different divisions in each of
the world regions where the organization
operates.
– Generally, occurs when managers are
pursuing a multi-domestic strategy

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 Types of Divisional Structures

• Global Product Structure

– Each product division takes responsibility
for deciding where to manufacture its
products and how to market them in foreign
countries worldwide

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 Global Geographic and
Global Product Structures

Figure 10.5
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 Types of Divisional Structures

• Market Structure
– Groups divisions according to the particular
kinds of customers they serve
– Allows managers to be responsive to the
needs of their customers and act flexibly in
making decisions in response to customers’
changing needs

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 Matrix Design Structure

• Matrix Structure
– An organizational structure that
simultaneously groups people and
resources by function and product.
• Results in a complex network of superior-
subordinate reporting relationships.
• The structure is very flexible and can respond
rapidly to the need for change.
• Each employee has two bosses (functional
manager and product manager) and possibly
cannot satisfy both.

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 Matrix Structure

Figure 10.6
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 Product Team Design Structure

• Product Team Structure

– Does away with dual reporting relationships
and two-boss managers
– Functional employees are permanently
assigned to a cross-functional team that is
empowered to bring a new or redesigned
product to work

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 Product Team Design Structure

• Product Team Structure

– Cross-functional team is composed of a
group of managers from different
departments working together to perform
organizational tasks.

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 Product Team Structure

Figure 10.6 10-38

 Hybrid Structures

• Hybrid Structure
– The structure of a large organization that
has many divisions and simultaneously
uses many different organizational
structures

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Federated’s Hybrid Structure

Figure 10.7

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 Coordinating Functions:
Allocating Authority
• Authority
– The power vested in a manager to make
decisions and use resources to achieve
organizational goals by virtue of his position
in an organization

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 Coordinating Functions:
Allocating Authority

• Hierarchy of Authority
– An organization’s chain of command,
specifying the relative authority of each
manager.
• Span of Control: the number of
subordinates who report directly to a
manager

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 Allocating Authority

• Line Manager
– Someone in the direct line or chain of
command who has formal authority over
people and resources
• Staff Manager
– Managers who are functional-area
specialists that give advice to line
managers.

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The
Hierarchy
of Authority
and Span
of Control
at
McDonald’s
Corporatio
n

Figure 10.8
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 Tall and Flat Organizations

• Tall structures have many levels of

authority and narrow spans of control.
– As hierarchy levels increase,
communication gets difficult creating delays
in the time being taken to implement
decisions.
– Communications can also become distorted
as it is repeated through the firm.
– Can become expensive

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 Tall Organizations

Figure 10.9
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 Tall and Flat Organizations

• Flat structures have fewer levels and

wide spans of control.
– Structure results in quick communications
but can lead to overworked managers.

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 Flat Organizations

Figure 10.9

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 Minimum Chain of Command

• Minimum Chain of Command

– Top managers should always construct a
hierarchy with the fewest levels of authority
necessary to efficiently and effectively use
organizational resources

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Centralization and Decentralization of
Authority

• Decentralizing authority
– giving lower-level managers and non-
managerial employees the right to make
important decisions about how to use
organizational resources

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 Decentralizing Authority

• Disadvantages
– Teams may begin to pursue their own goals
at the expense of organizational goals
– Can result in a lack of communication
among divisions

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 Integrating Mechanisms

Figure 10.10
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 Organizational Culture

• Organizational culture
– shared set of beliefs, expectations, values,
and norms that influence how members of
an organization relate to one another and
cooperate to achieve organizational goals

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Sources of an Organization’s Culture

Figure 10.11
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 Characteristics of Organizational
Members

• Ultimate source of organizational culture

is the people that make up the
organization
• Members become similar over time
which may hinder their ability to adapt
and respond to changes in the
environment

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 Organizational Ethics

• Organizational Ethics
– moral values, beliefs, and rules that
establish the appropriate way for an
organization and its members to deal with
each other and people outside the
organization

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 Employment Relationship

• Human resource policies:

– Can influence how hard employees will
work to achieve the organization’s goals,
– How attached they will be to it
– Whether or not they will buy into its values
and norms

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 Organizational Structure

• In a centralized organization:
– people have little autonomy
– norms that focus on being cautious, obeying
authority, and respecting traditions emerge
– predictability and stability are desired goals

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 Organizational Structure

• In a flat, decentralized structure:

– people have more freedom to choose and
control their own activities
– norms that focus on being creative and
courageous and taking risks appear
– gives rise to a culture in which innovation
and flexibility are desired goals.

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Strong, Adaptive Cultures Versus
Weak, Inert Cultures

• Adaptive cultures
– values and norms help an organization to
build momentum and to grow and change
as needed to achieve
its goals and be
effective

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Strong, Adaptive Cultures Versus
Weak, Inert Cultures

• Inert cultures
– Those that lead to values and norms that
fail to motivate or inspire employees
– Lead to stagnation and often failure over
time

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