14: Organizational Structure
- Page ID
- 48564
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\(\newcommand{\avec}{\mathbf a}\) \(\newcommand{\bvec}{\mathbf b}\) \(\newcommand{\cvec}{\mathbf c}\) \(\newcommand{\dvec}{\mathbf d}\) \(\newcommand{\dtil}{\widetilde{\mathbf d}}\) \(\newcommand{\evec}{\mathbf e}\) \(\newcommand{\fvec}{\mathbf f}\) \(\newcommand{\nvec}{\mathbf n}\) \(\newcommand{\pvec}{\mathbf p}\) \(\newcommand{\qvec}{\mathbf q}\) \(\newcommand{\svec}{\mathbf s}\) \(\newcommand{\tvec}{\mathbf t}\) \(\newcommand{\uvec}{\mathbf u}\) \(\newcommand{\vvec}{\mathbf v}\) \(\newcommand{\wvec}{\mathbf w}\) \(\newcommand{\xvec}{\mathbf x}\) \(\newcommand{\yvec}{\mathbf y}\) \(\newcommand{\zvec}{\mathbf z}\) \(\newcommand{\rvec}{\mathbf r}\) \(\newcommand{\mvec}{\mathbf m}\) \(\newcommand{\zerovec}{\mathbf 0}\) \(\newcommand{\onevec}{\mathbf 1}\) \(\newcommand{\real}{\mathbb R}\) \(\newcommand{\twovec}[2]{\left[\begin{array}{r}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\ctwovec}[2]{\left[\begin{array}{c}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\threevec}[3]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\cthreevec}[3]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\fourvec}[4]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\cfourvec}[4]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\fivevec}[5]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\cfivevec}[5]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\mattwo}[4]{\left[\begin{array}{rr}#1 \amp #2 \\ #3 \amp #4 \\ \end{array}\right]}\) \(\newcommand{\laspan}[1]{\text{Span}\{#1\}}\) \(\newcommand{\bcal}{\cal B}\) \(\newcommand{\ccal}{\cal C}\) \(\newcommand{\scal}{\cal S}\) \(\newcommand{\wcal}{\cal W}\) \(\newcommand{\ecal}{\cal E}\) \(\newcommand{\coords}[2]{\left\{#1\right\}_{#2}}\) \(\newcommand{\gray}[1]{\color{gray}{#1}}\) \(\newcommand{\lgray}[1]{\color{lightgray}{#1}}\) \(\newcommand{\rank}{\operatorname{rank}}\) \(\newcommand{\row}{\text{Row}}\) \(\newcommand{\col}{\text{Col}}\) \(\renewcommand{\row}{\text{Row}}\) \(\newcommand{\nul}{\text{Nul}}\) \(\newcommand{\var}{\text{Var}}\) \(\newcommand{\corr}{\text{corr}}\) \(\newcommand{\len}[1]{\left|#1\right|}\) \(\newcommand{\bbar}{\overline{\bvec}}\) \(\newcommand{\bhat}{\widehat{\bvec}}\) \(\newcommand{\bperp}{\bvec^\perp}\) \(\newcommand{\xhat}{\widehat{\xvec}}\) \(\newcommand{\vhat}{\widehat{\vvec}}\) \(\newcommand{\uhat}{\widehat{\uvec}}\) \(\newcommand{\what}{\widehat{\wvec}}\) \(\newcommand{\Sighat}{\widehat{\Sigma}}\) \(\newcommand{\lt}{<}\) \(\newcommand{\gt}{>}\) \(\newcommand{\amp}{&}\) \(\definecolor{fillinmathshade}{gray}{0.9}\)Identify common organizational structures and the advantages and disadvantages of each
- Describe the various organizational structures and their history
- Identify the best structures for different types of organizations
- 14.1: Putting It Together- Organizational Structure
- This page discusses Disney's organizational restructuring aimed at strengthening its digital media presence against competitors like Netflix and Hulu. The company is heavily investing in tools and restructuring efforts to enhance work specialization and centralization, with the goal of optimizing productivity, supporting strategic initiatives, delivering services effectively, and driving profitability.
- 14.2: Discussion- Organizational Structure
- This page emphasizes the necessity for restructuring within Information Systems (IS) as it completes its observations and change recommendations. It highlights the advantages of moving from a mechanistic to an organic organizational model, which is crucial for IS's success. Furthermore, the text sets expectations for discussion participation, detailing the criteria for grading based on the quality and timeliness of responses and peer interactions.
- 14.3: Why It Matters- Organizational Structure
- In March 2018, Disney restructured to address changing consumer behavior influenced by digital technology, merging its international media and streaming operations, and creating a new division for consumer products and parks. This organizational change aims to improve alignment with strategic goals and profitability as the company prepares for new streaming services, ensuring adaptability to market shifts and future success amid evolving industry demands.
- 14.4: Introduction to Organizational Structures and Their History
- This page explores the evolution of organizational structures during the Industrial Revolution as businesses grew from small stores to large manufacturing entities. It highlights the necessity of optimizing work organization, referencing key scholars like Taylor, Fayol, and Weber, whose ideas on specialization, chain of command, and bureaucracy have shaped modern business productivity and efficiency.
- 14.5: What is Organizational Structure?
- This page discusses organizational structure elements: work specialization enhances productivity, departmentalization coordinates activities, chain of command clarifies authority, and span of control influences managerial efficiency. It contrasts centralization, which concentrates decision-making at higher levels, with decentralization, which empowers lower-level employees. Formalization standardizes job roles. Understanding these components is crucial for improving organizational productivity.
- 14.6: History of Common Structures
- This page explores different organizational structures and their historical backgrounds, featuring influential figures such as Fayol, Weber, and Taylor. It describes the simple structure with low departmentalization and centralized authority, the bureaucratic structure with specialized tasks and hierarchy, and the matrix structure that merges functional and product departmentalization.
- 14.7: Modern Organizational Design
- This page discusses modern organizational design options that improve competitiveness, including decentralized team structures, virtual organizations, and boundaryless structures. It highlights Holacracy, which empowers self-organizing teams, and contrasts these flexible models with traditional bureaucracies. Examples such as Whole Foods, Newman’s Own, and Zappos illustrate the application of these innovative structures to enhance efficiency and service.
- 14.8: Introduction to Choosing an Organizational Structure
- This page discusses the importance of aligning organizational structures with strategic needs. It highlights the existence of various structures, from bureaucratic to flexible, and emphasizes that the effectiveness of a structure varies by organization. Many organizations adopt multiple structures to achieve their goals, making the selection process for the right structure vital for optimizing performance.
- 14.9: Organic versus Mechanistic Models
- This page contrasts organic and mechanistic organizational structures. Organic organizations are flexible, decentralized, and suited for dynamic environments, while mechanistic organizations are centralized and hierarchical, ideal for stable settings. Most organizations adapt their structures, balancing between these two models to align with their missions and strategies for optimal operation.
- 14.10: Factors of an Organizational Structure
- This page discusses how organizational structure is shaped by strategy, size, technology, and environmental factors. It highlights that strategic choices influence whether an organization is mechanistic or organic, with innovation favoring organic structures and cost-minimization promoting mechanistic ones. Larger organizations tend to adopt a mechanistic approach, while technology and environmental uncertainties also impact structure.
- 14.11: Organizational Structure and Success
- This page emphasizes the critical role of organizational structure in business success, showcasing Google and Microsoft's experiences. Google transitioned to Alphabet, promoting independent innovation among its projects. Meanwhile, Microsoft restructured under CEO Satya Nadella to eliminate internal competition and enhance collaboration. These examples illustrate how adapting organizational structures can boost performance and align with strategic objectives.