Bài giảng Organizational behavior - Chapter 15: Designing Effective Organizations

Designing Effective OrganizationsChapter FifteenAfter reading the material in this chapter, you should be able to:LO15.1 Describe the four characteristics common to all organizations.LO15.2 Explain the difference between closed and open systems.LO15.3 Define seven basic ways organizations are structuredAfter reading the material in this chapter, you should be able to:LO15.4 Discuss Burns and Stalker’s findings regarding mechanistic and organic organizations.LO15.5 Identify when each of the seven organization structures is the right fit.LO15.6 Describe the four generic organizational effectiveness criteria.What is an Organization?Organization system of consciously coordinated activities or sources of two or more people.Sample Organization Chart for a HospitalThe Organization as an Open SystemTraditional DesignFunctional structure groups people according to the business functions they perform manufacturing, marketing, financeDivisional structure groups together activities related to outputs type of product or customerTraditional DesignMatrix structure combines functional and divisional chains of command to form a grid with two command structuresMatrix StructureDesigns That Open Boundaries between OrganizationsHollow structure organization identifies core competencies and outsources other activities such as manufacturing, order taking and shippingModular structureOutsources parts of a product instead of processes Designs That Open Boundaries between OrganizationsVirtual organization organization identifies partners with the needed talents and negotiates an agreement in which the participants typically work in separate facilities, linked by technology as they work toward a common goalMechanistic versus Organic OrganizationsMechanistic organizations Rigid bureaucracies with strict rules, narrowly defined tasks, and top-down communication.Organic organizations Flexible networks of multitalented individuals who perform a variety of tasksDifferent Approaches to Decision MakingCentralized decision making key decisions are made by top managementDecentralized decision making important decisions are made by middle- and lower-level managersFour Dimensions of Organizational EffectivenessFigure 15-4Generic Effectiveness CriteriaInternal processes focuses on “what the organization must excel at” to effectively meet its financial objectives and customers’ expectations.Strategic constituencies satisfactionStrategic constituency: any group of people with a stake in the organization’s operation or success.