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Reframing Organizations , 3 rd ed.

Reframing Organizations , 3 rd ed. Chapter 4. Structure and Restructuring. Structure and Restructuring. Structural Dilemmas Structural Configurations Generic Issues in Restructuring Why Restructure? Making Restructuring Work Three Case Examples. Structural Dilemmas.

colin-benson
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Reframing Organizations , 3 rd ed.

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  1. Reframing Organizations, 3rd ed.

  2. Chapter 4 Structure and Restructuring

  3. Structure and Restructuring • Structural Dilemmas • Structural Configurations • Generic Issues in Restructuring • Why Restructure? • Making Restructuring Work • Three Case Examples

  4. Structural Dilemmas • Differentiation vs. Integration • Gaps vs. Overlaps • Underuse vs. Overload • Lack of Clarity vs. Lack of Creativity • Excessive Autonomy vs. Excessive Interdependence • Too Loose vs. Too Tight • Goalless vs. Goal bound • Irresponsible vs. Unresponsive

  5. Structural Configuration • Mintzberg’s Fives • Strategic apex • Middle management • Operating core • Techno structure • Support staff

  6. Mintzberg’s Structural Configurations • Simple Structure • Machine Bureaucracy • Professional Bureaucracy • Divisionalized Form • Adhocracy

  7. Mintzberg’s Structural Configurations • Simple Structure • Machine Bureaucracy • Professional Bureaucracy • Divisionalized Form • Adhocracy

  8. Mintzberg’s Structural Configurations • Simple Structure • Machine Bureaucracy • Professional Bureaucracy • Divisionalized Form • Adhocracy

  9. Mintzberg’s Structural Configurations • Simple Structure • Machine Bureaucracy • Professional Bureaucracy • Divisionalized Form • Adhocracy

  10. Mintzberg’s Structural Configurations • Simple Structure • Machine Bureaucracy • Professional Bureaucracy • Divisionalized Form • Adhocracy

  11. 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

  12. 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

  13. Why Restructure? • The environment shifts • Technology changes • Organizations grow • Leadership changes • Troubled firms • Impulsive firms • Stagnant bureaucracies • Headless giants

  14. Making Restructuring Work: Three Case Examples • Citibank’s Back Room • Kodak’s Black and White Division • Beth Israel Hospital

  15. 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

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