CS 05 Structure
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Transcript of CS 05 Structure
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Corporate Strategy
Organization Structure
Sebastian Spaeth
Organization: Zeynep Erden
mailto:[email protected]:[email protected] -
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2
Where we left off: Diversification
It is a growth strategy, associated with thegranuating strat.
!nso"" #atri$, and coseness %easures &i'ersi"ication &iscounts
2 &i%ensions "or (ategorizing
(oncentric, )orizonta, *ertica, (ongo%erate
&e"ensi'e, O""ensi'e
+ort"oio #anage%ent
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Overview
- Organizationa Structure
&e"inition
&i%ensions
(onte$tua *ariabes
- Organigra%s
- or%s o" organizationa Structure
/0or%, #0or% 1cooperati'e, co%petiti'e, )0or%, 30or%,
#atri$ organization
#atri$ organization: !d'antages, disad'antages
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=
Organizational Structure (2)
5&e"ines the "ir%s "or%a reporting reationships,procedures, contros, and authority and decision%a8ing process.6
(an support or resist an organizations strategy. Itis a critica ee%ent o" a strategy i%pe%entation
process.
It is not co%petey captured in an organigra%
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Organizational structure ()
Strategy and Structure ha'e a reciprocareationship.
5Structure "oows Strategy.6 1(hander, ;?2
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Di!ensions of organizational structure
Structuring o" !cti'ities:
Speciaization o" acti'ities
Standardization o" procedures
or%aization o" docu%entation
(oncentration o" !uthority
(entraization o" authority
(on"iguration o" roe structure
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Specialization of activities
Is concerned with the di'ision o" abor in thewor8"ow
5Speciaist6 those who per"or% ony a speci"ic tas8 &i%ensions:
7u%ber o" speciaists,
&egree o" roe speciaization
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Ill be happy to give you inovativethinking.What are the guidelines?
Stan"ar"ization of #roce"ures (1)
!re there rues thatco'er a circu%stancesand appy in'ariabyB
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Stan"ar"ization of $oles (2)
&egree to which organization prescribes roede"inition D uai"ication, %easures roe
per"or%ance
&egree to which Fob tites and sy%bos, rewardsare standardized
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%or!alization of "ocu!entation
- )ow "ar are co%%unications and procedures in an
organization written down and "iedB
- State%ents o" procedures, roes, etc.
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Centralization of authority
(oncerns the ocus o" authority to %a8e decisionsa""ecting the organization.
; or%a or institutiona authority
2 +ersona authority 1due to personaity ore$pertise
(ontro o" resources 1%oney, peope, %ateria
(ontro o" acti'ities 1wor8"ow
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Configuration of role structure
- (oncerns the authority structure, ie reations between
superiors and subordinates in an organization.
- span o" contro
- *ertica span o" contro
- (riteria "or seg%entation
- G o" Hobs in 'arious seg%ents
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%le&i'ility
- E$presses changes in the organizationa structure
per ti%e unit
- (an be %easured in no. o" changes, speed o"
changes, continuous or in batches
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$eorganizing
Je trained hard but it see%ed that e'eryti%e we
were beginning to "or% up into tea%s we woud be
reorganized. I was to earn ater in i"e that we tend
to %eet any new situation by reorganizing and a
wonder"u %ethod it can be "or creating the iusion
o" progress, whie producing con"usion, ine""iciency
and de%oraisation.
1(harton Ogburn, ;=
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Conte&tual varia'les
- Origin D )istory
- Ownership D (ontro
- Size
- (harter
- Kocation
- Lesources
- Interdependence
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ypology of organizations
- wor8"ow bureaucracy
- personne bureaucracy
- "u bureaucracy
- non0bureaucracy
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Organigra!
- Lepresents part o" the organizationa structure. he
chart usuay shows the units and subunits showing
authority andMor reporting reations.
CO
Sales*anufacturi
ng$+D
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- Si%pe Structure
- unctiona Structure 1/
- #utidi'isiona Structure 1#
ypical volution of co!panies
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,nitary for! (,-%or!)
Organized aong "unctiona ines
CO
Sales *anufacturing
$+D
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,nitary for! (,-%or!): .ariant /
Opti%ized "or (ost Keadership
(entraizeds ta ff CO
Sales*anufacturi
ng$+D
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,nitary for! (,-%or!) .ariant 0
Opti%ized "or &i""erentiation Strategy
CO
Sales*anufactur
ing$
*areting
Prod.
R&D
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2
*ulti-"ivisional for! (*-%or!)
- Nuasi0autono%ous operating di'isions
- Organized aong +roduct, brand or geographica
inesCO
,S urope/sia3/fric
a
Staff
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2=
Opti!al "ivizionalizing in the *-%or!
(riteria:
Identi"ication o" separabe econo%ic acti'ities
Nuasi0autono%ous standing to each 1pro"it center
Enabes:
#onitoring per"or%ance
!warding incenti'es
!ocate cash "ows to high yied uses
+er"or% strategic panning
1Jiia%son ;=
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2?
Cooperative *-%or!
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2A
ol"ing for! (-%or!)
E$tre%e case o" an #0or%
ol"ing
Co!p / Co!p 0 Co!p C
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2
*i&e" for! (4-%or!)
CO
Sales*anufactur
ing$+D #ro"5 /
S a l e s*anufactur
ing$+D
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C
*atri& organization
&isad'antagesB
CO
#ro" /
#ro" 0
#ro" C
Sales*anufactur
ing$+D
Staff Staff Staff
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6ining 7nternalization *entalities an"
Structure
- Internationa, 9oba, #utinationa, ransnationa
- N: )ow are these in8ed to Organizationa
Structure. Jhat #entaity does "it 17O what
structureB
- N: )ow can organizationa structure di%ensions
in8ed to to %entaitiesB Or, are theyB
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#rocter + 8a!'le
- Leorganized ; in #atri$0or%
- = &i'isions 19oba usiness
+roduct /nits:
aby, e%inine and a%iy care
abric and )o%e care,
ood and e'erages,
)eath care
eauty care
- #ar8ets de'eop%entsorganizations:
Southeast !sia etc.
CO
urope9orth
/5/ustralia
0a'y %oo"ealt
h
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*-%or! as of une 2;;