Commerce 2BA3 Organizational Structure Week 12 Dr. T. McAteer DeGroote School of Business McMaster University What is Org Structure? • The manner in which an organization divides its labour into specific tasks and achieves coordination among these tasks • To achieve its goals, an organization has to: – Divide labour among its members – Coordinate what has been divided Division of Labour • Labour must be divided because everyone cannot do everything • Two dimensions: Horizontal and Vertical Vertical Division of Labour • Assigning authority for planning and decision making • “Who gets to tell whom what to do?” • Autonomy – Domain of authority is decreased as the number of levels in the hierarchy increases • Communication – With more levels, communication and coordination are harder to achieve Horizontal Division of Labour • Groups the basic tasks that must be performed into jobs and then into departments so that the organization can achieve its goals • Implications for job design and degree of coordination • Differentiation – As horizontal division increases, so does differentiation – Tendency for managers in separate functions or departments to differ in terms of goals, styles, time etc. Departmentation Functional departmentation – Ees with closely related skills and responsibilities are assigned to the same department (e.g. Marketing, Finance) – Works best in medium-sized firms with few product lines – Advantages? • • • • Efficiency Resources can be allocated more efficiently Enhanced communication Easier to measure and evaluate performance – Disadvantages? • High degree of differentiation between departments • Leads to poor coordination, conflict Departmentation Product departmentation – Departments are formed on the basis of a particular product, product line or service (e.g. shampoo division) – Advantages? • • • • Better coordination Fewer barriers to communication Can be evaluated as profit centres Can serve the customer better – Disadvantages? • Economies of scale are threatened Departmentation Matrix Departmentation – Ees remain members of a functional department while also reporting to a product or project manager – Attempt to capitalize on strengths of other forms – Advantages? • Provides a degree of balance • Flexible • Better communication – Disadvantages? • Managers may not see eye to eye • Can create conflict Departmentation Other forms – Geographic Departmentation – Customer Departmentation – Hybrid Departmentation Coordinating Divided Labour • Direct supervision – Chain of command • Standardization of work processes – Routinization of tasks – Rules and regulations • Standardization of outputs – Physical or economic standards – Budgets • Standardization of Skills – Technicians and professionals Other forms of coordination • Liaison Roles – A person in one department is assigned to achieve coordination with another department • Task Forces – Temporary groups set up to solve coordination problems across several departments • Integrators – Org members permanently assigned to facilitate coordination between departments Traditional Structural Characteristics • Span of control – # of subordinates supervised by a manager • Flat vs. Tall – Flat (few levels) – Tall (many levels in hierarchy) • Formalization – Extent to which work roles are highly defined by an organization Traditional Structural Characteristics • Centralization – Extent to which decision making power is localized in a particular part of an organization – Decentralized – decision making power is dispersed down the hierarchy and across departments • Complexity – Extent to which an organization divides labour vertically, horizontally and geographically Organic vs Mechanistic Structure • Mechanistic – Org structures characterized by tallness, specialization, centralization and formalization • Organic – Org structures characterized by flatness, low specialization, low formalization and decentralization Organic vs Mechanistic Structure ORGANIC MECHANISTIC Span of control Wide Narrow # of levels Few Many Centralization Low High Formalization Low High Range of compensation Narrow Wide Contemporary Structures • Virtual organization – A network of continually evolving independent organizations that share skills, costs, and access to one another’s markets (e.g. broker) • Modular organization – An organization that performs a few core functions and outsources non-core functions to specialists Case • How do McDonald’s and the Ritz Carlton differ in their structural characteristics? • Would each organization be organic or mechanistic and why? Exercise: Organizational Structure Preference Scale