Chapter 4: Structuring and Restructuring Objectives Discuss the structural dilemmas inherent in choosing an appropriate organizational form. Describe Mintzbergs five structural configurations and Helgesens web of inclusion. Discuss issues
"Chapter 4: Structuring and Restructuring" is the property of its rightful owner. Permission is granted to
download and print the materials on this website for personal, non-commercial use only, and to display it
on your personal computer provided you do not modify the materials and that you retain all copyright
notices contained in the materials. By downloading content from our website, you accept the terms of this
agreement.
Share
Embed code
Presentation Transcript
01
Chapter 4: Structuring and Restructuring<br>
02
Objectives Discuss the structural dilemmas inherent in choosing an appropriate organizational form.
Describe Mintzberg’s five structural configurations and Helgesen’s web of inclusion.
Discuss issues in restructuring with reference to Mintzberg’s organizational forms.
Identify several common reasons why organizations restructure, and discuss the risks and benefits of restructuring.<br>
03
Structure and Restructuring - Outline Structural Dilemmas
Structural Configurations
Generic Issues in Restructuring
Why Restructure?
Making Restructuring Work
Three Case Examples<br>
04
Structural Dilemmas Differentiation versus Integration
Gaps versus Overlaps
Underuse versus Overload
Lack of Clarity versus Lack of Creativity
Excessive Autonomy versus Excessive Interdependence
Too Loose versus Too Tight
Goalless versus Goal Bound
Irresponsible versus Unresponsive<br>
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 Helgesen’s Web of Inclusion<br>
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
Technostructure pushes for standardization, believes in measurement and monitoring
Support staff prefers less hierarchy, more collaboration<br>
Making Restructuring Work Three case examples Citibank’s Back Room
Beth Israel Hospital
Ford Motor Company<br>
15
Conclusion Organization’s structure represents effort to align internal processes with external environment while balancing structural dilemmas
Mintzberg: Structural configurations align with different tasks and environments
Changes in environment pressure organization to realign structure
In short term, restructuring produces resistance, confusion, performance gaps
Long-term success depends on how well structure aligns with circumstances<br>
