Designing Adaptive Organizations
Chapter 10
Designing Adaptive Organizations
Chapter Outline
I. Organizing the Vertical Structure
A. Work Specialization
B. Chain of Command
C. Span of Management
D. Centralization and Decentralization
II. Departmentalization
A. Vertical Functional Approach
B. Divisional Approach
C. Matrix Approach
D. Team Approach
5. The Virtual Network Approach
F. Advantages and Disadvantages of Each Structure
III Organizing for Horizontal Coordination
1. The Need for Coordination
2. Task Forces, Teams, and Project Management
3. Reengineering
IV. Factors Shaping Structure
1. Structure Follows Strategy
2. Structure Reflects the Environment
3. Structure Fits the Technology
I. ORGANIZING THE VERTICAL STRUCTURE Exhibit 10.1
How would you define organizing? Why is it important?
Organizing is the deployment of organizational resources to achieve strategic goals
It is important because it follows from strategy. Strategy defines what to do, and organizing defines how to do it.
The organizing process leads to the creation of organization structure, which defines how tasks are divided, resources are deployed and departments are coordinated. .
Organization structure refers to:
Formal tasks assigned to individuals and departments
Formal reporting relationships including lines of authority, decision responsibility, number of hierarchical levels and span of managers' control
Design of systems for coordination across departments
The organization chart is the visual representation of an organization's structure.
It delineates the chain of command, indicates departmental tasks and how they fit together, and provides order and logic for the organization .
Every employee has an appointed task, line of authority, and decision responsibility.
There are several important features of the vertical structure:
A. Work Specialization
A fundamental principle is that work can be performed more efficiently if employees are allowed to specialize.
Work
Designing Adaptive Organizations
Chapter Outline
I. Organizing the Vertical Structure
A. Work Specialization
B. Chain of Command
C. Span of Management
D. Centralization and Decentralization
II. Departmentalization
A. Vertical Functional Approach
B. Divisional Approach
C. Matrix Approach
D. Team Approach
5. The Virtual Network Approach
F. Advantages and Disadvantages of Each Structure
III Organizing for Horizontal Coordination
1. The Need for Coordination
2. Task Forces, Teams, and Project Management
3. Reengineering
IV. Factors Shaping Structure
1. Structure Follows Strategy
2. Structure Reflects the Environment
3. Structure Fits the Technology
I. ORGANIZING THE VERTICAL STRUCTURE Exhibit 10.1
How would you define organizing? Why is it important?
Organizing is the deployment of organizational resources to achieve strategic goals
It is important because it follows from strategy. Strategy defines what to do, and organizing defines how to do it.
The organizing process leads to the creation of organization structure, which defines how tasks are divided, resources are deployed and departments are coordinated. .
Organization structure refers to:
Formal tasks assigned to individuals and departments
Formal reporting relationships including lines of authority, decision responsibility, number of hierarchical levels and span of managers' control
Design of systems for coordination across departments
The organization chart is the visual representation of an organization's structure.
It delineates the chain of command, indicates departmental tasks and how they fit together, and provides order and logic for the organization .
Every employee has an appointed task, line of authority, and decision responsibility.
There are several important features of the vertical structure:
A. Work Specialization
A fundamental principle is that work can be performed more efficiently if employees are allowed to specialize.
Work