Managing the Organization's Structure

Module 5 - Background

Managing the Organization's Structure

Required Reading

Organizational Culture

Have you ever observed how some people just seem to "fit in" to an organization better than others? Have you noticed that it seems that they are the ones who are the most successful? Did you ever wonder why? Read the following material on organizational culture for some insights into what culture is, what it does, how it is formed, and how it is taught to newcomers in the organization. The material on organizational culture type may be particularly helpful as you prepare your Module 5 assignments.

McNamara, C. (2000) Organizational Culture. Adapted from the Fieldguide to Organizational Leadership and Supervision. Free Management Library.

Organizational Structure and Design

An organizational structure defines how job tasks are formally divided, grouped, and coordinated. According to Robbins and Judge (2010) managers need to address six key elements when they design their organization’s structure:

Work specialization – the extent to which activities are subdivided into separate jobs.

Departmentalization – the basis on which jobs will be grouped together.

Chain of command – the people who individuals and groups report to.

Span of control – the number of individuals that a manager can direct efficiently and effectively.

Centralization and de-centralization – the locus of decision-making authority.

Formalization – the extent to which there will be rules and regulations to direct employees and managers.

Three common organizational designs are: the simple structure, the bureaucracy, and the matrix structure.

The simple structure is characterized by a low degree of departmentalization, a wide span of control, authority that is centralized in a single person, and little formalization.

The bureaucracy is an organizational structure with highly routine operating tasks achieved through specialization, highly formalized regulations and rules, tasks that are grouped into functional departments, centralized authority, narrow span of control, and decision making that follows the chain of command.

The matrixstructure creates dual lines of authority and combines functional and product departmentalization.

There are of course other, newer structures that help their organizations develop an advantage over their competitors. The virtual organization and the boundaryless organization are among these new structures. The virtual organization is a relatively small, core organization that outsources major business functions. The boundaryless organizationhas teams instead of departments, and aspires to have as flat a hierarchy as possible.

Another classification of organizational designs focuses on mechanistic versus organic design. The mechanistic design is characterized by extensive departmentalization, high formalization, a limited information network, and centralization. The organic design is characterized by low formalization, flat hierarchy and the use of cross-hierarchical and cross-functional teams, free flow of information, and decentralization. An organization’s structure can have significant effects on its members and its ability to execute its strategy. In this module you will try to understand those effects and analyze the behavioral implications of different organizational designs.

Anand, N. & Daft, R. L. (2007). What is the right organizational design? Organizational dynamics, 36, 329-344. retrieved from

Mechanistic vs. Organic Organizational Structure: Contingency Theory (2010) BusinessMate.Org

Optional Reading

Organizational Culture

Another good source for an overview to organizational culture is “Organizational Culture & Leadership” by Edgar H. Schein

A terrific meta site with links to just about every topic connected to organizational culture can be found at

Organizational Structure and Design

The Wharton Center for Leadership and Change Management has a plethora of resources that include numerous articles, books, and text on organizational effectiveness, structure, design and strategy, and organizational change.

“Guidelines for Organizational Design” assembled by Carter McNamara, PhD, provides library links to several readings on the topic.

Required Case Reading

Buhler, P. M. (2011). Changing organizational structures and their impact on managers. Supervision, 72(2), 24-26.

Puffer, S. (2004) Changing Organizational Structure: An Interview with Rosabeth Moss Kanter. Academy of Management Executive, 18(2).

Required SLP Resources

McGinty, D.W. & Moss, N. (2001) What Is Your Corporate Culture? INC.com.

Module 5 - Case

Managing the Organization's Structure

Background

After finishing with the background page and readings, go to the following interview with Rosabeth Moss Kanter, who is a renowned Professor of Business Administration at Harvard Business School, and an influential business advisor. Among other things, in this interview she talks about the evolution of changes in organizational structure in the past decades, and the link to employees’ well-being and functioning.

Required Reading

Both of the following articles can be found in the EBSCO Business Source Complete database.

Puffer, S. (2004) Changing organizational structures: An interview with Rosabeth Moss Kanter. Academy of Management Executive, 18(2).

The following article looks at changing organizational structures as open systems and the effect on managers.

Buhler, P. M. (2011). Changing organizational structures and their impact on managers. Supervision, 72(2), 24-26.

Assignment

Write a 4- to 5-page critique answering the questions below.

An organization’s structure can have significant effects on its members. What might those effects be? Analyze the behavioral implications of different organizational designs and use at least three examples, SAS being one of them.
Is it possible to generalize and say that a certain structure is better than others? That is, is there a structure that is superior in terms of its effects on its members?

Keys to the Assignment

The key aspects of this assignment that should be covered in your paper are:

Define the problem: Explain the relationship between organizational structure and human behaviors.
Analyze the cause: Analyze how specific organizational designs can elicit predictable attitudes and motivations. Be sure to use SAS as one of your examples (refer back to Module 2).
Propose a solution: Take a position on Question 2 and defend it with references to the concepts in the readings in this module and any previous modules that you find relevant.
Extra credit will be given if you can relate your discussion to cultural differences (Module 1).

Assignment Expectations

Your paper will be evaluated using the following five (5) criteria:

Assignment-Driven Criteria (Precision and Breadth): Does the paper fully address all Keys to the Assignment? Are the concepts behind the Keys to the Assignment addressed accurately and precisely using sound logic? Does the paper meet minimum length requirements?
Critical Thinking (Critical Thinking and Depth): Does the paper demonstrate graduate-level analysis, in which information derived from multiple sources, expert opinions, and assumptions has been critically evaluated and synthesized in the formulation of a logical set of conclusions? Does the paper address the topic with sufficient depth of discussion and analysis?
Business Writing (Clarity and Organization): Is the paper well written (clear, developed logically, and well organized)? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are section headings included in all papers? Are paraphrasing and synthesis of concepts the primary means of responding to the Keys to the Assignment, or is justification/support instead conveyed through excessive use of direct quotations?
Effective Use of Information (Information Literacy and References): Does the paper demonstrate that the student has read, understood and can apply the background materials for the module? If required, has the student demonstrated effective research, as evidenced by student’s use of relevant and quality (library?) sources? Do additional sources used in paper provide strong support for conclusions drawn, and do they help in shaping the overall paper?
Citing Sources: Does the student demonstrate understanding of APA Style of referencing, by inclusion of proper end references and in-text citations (for paraphrased text and direct quotations) as appropriate? Have all sources (e.g., references used from the Background page, the assignment readings, and outside research) been included, and are these properly cited? Have all end references been included within the body of the paper as in-text citations?

Tips and Suggestions

Please note the following tips and suggestions:

Include a cover page and reference page in addition to the 4–5 pages of analysis described above.
You are expected to demonstrate that you have read, understood, and can apply the required background readings for this module in your answer to this case. Be sure to read the required readings carefully, and use the theories and arguments you learn from them to support your analysis.
Include headings for all papers longer than two pages (basically all papers).
Cite and reference all sources that you use in your work, including those that you do not quote but paraphrase. This means include citations and quotation marks for direct quotes of more than five words, and include citations for information that you have "borrowed" or paraphrased from other sources.
Follow TUI Guidelines for well-written papers. (If you are unsure of what those guidelines are, see The Elements of a Well Written Paper).

Module 5 - SLP

Managing the Organization's Structure

Background

For the Session Long Project for this Module, you are expected to explore some aspects of your organization's culture, at least as you see it. Since the concept of organizational culture is open to many interpretations and classifications, this assessment offers a slightly different approach from your background reading on organizational culture.

Required Reading

Debra WoogMcGinty and Nicole C. Moss have compiled a shortcorporate culture survey aimed at identifying characteristics of workplaces. It is scored in pencil-and-paper fashion. The categories of workplace description that it generates are fairly self-explanatory.

Assignment

When you have completed the assessment think about it for a minute, and how it compares to the Academy, Baseball Team, Fortress, and Club cultures described by McNamara in the background reading. Then prepare a 2- to 3-page paper discussing:

Your organization's scores on the McGinty/Moss assessment and whether the results fit your general expectation or constitute a surprise in some ways.
Your assessment of your organizations culture "type" according to McNamara's categories.
The degree to which these two assessments seem to be telling you similar or dissimilar things about your organization.
Anything that you can infer from these assessments about how your organizational culture fits or doesn't fit with you, and what (if anything) you might be able to do to make your interaction with the culture more effective. Be as specific as you can in the interests of getting the most value from the exercise for yourself.
Your overall opinion of these typologies as a means of understanding the organization and how you cope with it - what they measure well and anything that you believe they do not measure well or at all.

Your paper should be short (2-3 pages, not including cover sheet—references not generally required) and to the point. You are expected to deal with these issues in an integrated fashion, rather than treating them as a series of individual questions.

Keys to the Assignment

Your completion of all the steps in the exercise.
Your inclusion of the actual instrument or results.
Your understanding of both approaches to culture "types," both in terms of similarities and differences.
Your ability to interpret the results of the assessment in terms of your own experience, either to confirm or to question the results.
Your ability to derive from the exercise ideas about improving your managerial understanding and/or skills.
The clarity and quality of your writing.

Assignment Expectations

Your paper will be evaluated using the following five (5) criteria:

Assignment-Driven Criteria (Precision and Breadth): Does the paper fully address all Keys to the Assignment? Are the concepts behind the Keys to the Assignment addressed accurately and precisely using sound logic? Does the paper meet minimum length requirements?
Critical Thinking (Critical Thinking and Depth): Does the paper demonstrate graduate-level analysis, in which information derived from multiple sources, expert opinions, and assumptions has been critically evaluated and synthesized in the formulation of a logical set of conclusions? Does the paper address the topic with sufficient depth of discussion and analysis?
Business Writing (Clarity and Organization): Is the paper well written (clear, developed logically, and well organized)? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are section headings included in all papers? Are paraphrasing and synthesis of concepts the primary means of responding to the Keys to the Assignment, or is justification/support instead conveyed through excessive use of direct quotations?
Effective Use of Information (Information Literacy and References): Does the paper demonstrate that the student has read, understood and can apply the background materials for the module? If required, has the student demonstrated effective research, as evidenced by student’s use of relevant and quality (library?) sources? Do additional sources used in paper provide strong support for conclusions drawn, and do they help in shaping the overall paper?
Citing Sources: Does the student demonstrate understanding of APA Style of referencing, by inclusion of proper end references and in-text citations (for paraphrased text and direct quotations) as appropriate? Have all sources (e.g., references used from the Background page, the assignment readings, and outside research) been included, and are these properly cited? Have all end references been included within the body of the paper as in-text citations?

Tips and Suggestions

Please note the following tips and suggestions:

Include a cover page and reference page in addition to the 2–3 pages of analysis described above.
Include headings for all papers longer than two pages (basically all papers), but do not use headings as "space fillers."
Cite and reference all sources that you use in your work, including those that you do not quote but paraphrase. This means include citations and quotation marks for direct quotes of more than five words, and include citations for information that you have "borrowed" or paraphrased from other sources.
Follow TUI Guidelines for well-written papers. (If you are unsure of what those guidelines are, see ).

Week 1: Learning Styles Exercise General Instructions

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To prepare for this module’s exercise, take a few minutes to consider the following: Imagine that you have been given the task of planting a rose garden. You do not know anything about rose gardens, and so think about how you would go about learning how to do it. Specifically, what steps would you follow? Jot down some notes so you will remember what steps you would take.

Now, fill out thisinventory that will help you determine your learning style.

Next, to interpret the meaning of these scores, read this short explanation of Learning Styles. is important to emphasize that this inventory is not a perfect measure of your learning style. Your scores indicate which learning mode you use most of the time, and the strength of the style may vary from individual to individual or even for the same individual given the circumstance or situation.

To participate in this week’s discussion, join the discussion group below that corresponds to your learning style.

In your discussion, share with the other members of your group what steps you identified that you would follow when learning to plant a rose garden. Do you see any similarities between the ways you and the others in your group would go about this task? Does the description ofyour learning type relate to the approach you would take in learning to plant a rose garden? What do you think is your greatest strength as a learner? What is your greatest weakness? Be sure to choose one volunteer to report the results of your group discussion in next week's large group discussion.

Please use ONLY the forum for your learning type.

Note: You must participate in BOTH Week 1 and Week 2 Discussions to get credit for each module's Discussion.

Note: You must participate in BOTH Week 1 and Week 2 Discussions to get credit for each module's Discussion.

Assimilator Group

This forum is for the use of the Assimilator Group only.

Diverger Group

This forum is for the use of theDiverger Group only.

Converger Group

This forum is for the use of the Converger Group only.

Accommodator Group