Professional Documents
Culture Documents
Structure Types
All organizations require some form of organizational structure to implement and manage their strategies
Firms frequently alter their structure as they grow in size and complexity
Three basic structure types: Simple Structure Functional Structure Multi-divisional Structure (M-form)
Ch11-2
Efficient implementation of formulated strategy Functional Structure Sales Growth Coordination and Control Problems Efficient implementation of formulated strategy Simple Structure
Ch11-3
Simple Structure
Owner / Manager
Owner/Manager makes all major decisions directly and monitors all activities Difficult to maintain this structure as the firm grows in size and complexity
Ch11-4
Functional Structure
First stage beyond a Simple Structure Appropriate for single or dominant-business firms Allows specialization of tasks
* Production * Finance * Engineering * Accounting * Sales & Marketing * Human Resources
Overcomes information processing limits of single owner/manager Functional department heads report to Chief Executive Officer who integrates decisions and actions from a company-wide point of view Risks conflicts between myopic function managers
Ch11-5
Functional Structure
Chief Executive Officer
Corporate Human Resources
Corporate R&D
Corporate Finance
Strategic Planning
Corporate Marketing
Finance
Production Engineering
Accounting
Human Resources
Ch11-6
Centralized Staff
Engineering Marketing
Operations
Personnel
Accounting
Ch11-7
R&D
Marketing
Operations
Human Resources
Finance
Marketing is the main function for tracking new product ideas New product R&D is emphasized Most functions are decentralized Formalization is limited to foster change and promote new ideas Overall structure is organic; job roles are less structured
Ch11-8
Multi-Divisional Structure
Each division is operated as a separate business Appropriate for related-diversified businesses Key task of corporate managers is exploiting synergies among divisions Managers use a combination of strategic controls and financial controls Managers try to strike a balance between:
Competing among divisions for scarce capital resources Creating opportunities for cooperation to develop synergies
Multi-Divisional Structure
The decision-making of managers in a MultiDivisional structure may be:
Centralized or Decentralized Bureaucratic or Non-bureaucratic
Balance on these dimensions may change over time Structure will evolve over time with:
Changes in strategy Degree of diversification Geographic scope
Nature of competition
Ch11-10
Multi-Divisional Structure
Chief Executive Officer
Corporate R&D Corporate Finance Strategic Planning Corporate Marketing Corporate Human Resources
Division
Division
Division
Division
Finance
Production Engineering
Accounting
Human Resources
Ch11-11
SBU Form
Related-Linked Strategy President
Corporate R&D Corporate Finance Strategic Planning Corporate Marketing
Corporate Human Resources
Structural integration exists among divisions within SBUs, but not across SBUs Each SBU may have its own budget for staff to foster integration Corporate headquarters staff serve as consultants to SBUs and divisions
Ch11-12
Competitive Form
Unrelated /Holding Company Strategy President
Legal Affairs
Finance
Auditing
Division
Division
Division
Division
Division
Corporate headquarters has a small staff Finance and auditing are the most prominent functions in the headquarters Divisions are independent and separate for financial evolution purposes Divisions retain strategic control, but cash is managed by the corporate office Divisions compete for corporate resources Ch11-13
Multi-Divisional Structure
The choice between centralization and decentralization is frequently based on the business-level strategy implemented in each division
Differentiation Cost Leadership Decentralization Centralization
Complex Multi-Divisional structure firms may be simultaneously centralized and decentralized , depending upon the various business-level strategies employed throughout the firms individual businesses Multi-Divisional structure firms use a combination of:
Strategic Controls Financial Controls
Ch11-14
North America
Europe
Asia
Latin America
Africa
Australia
Product A
Product B
Product C
Product D
A Structural evolution based on Geographic lines usually implies a Multi-Domestic International Strategy
Ch11-15
Multinational Headquarters
Europe
Australia
Green circles indicate decentralization of operations Emphasis is on differentiation by local demand to fit a culture Corporate headquarters coordinates financial resources among
independent subsidiaries The organization is like a decentralized federation
Ch11-16
Product A
Product B
Product C
Product D
A Structural evolution based on Product lines usually implies a Global International Strategy
Ch11-17
Multinational Headquarters
Ch11-18
Strategic Networks
A Strategic Network is a grouping of organizations that has been formed to create value through participation in an array of cooperative arrangements, such as a strategic alliance A Strategic Center Firm often manages the network
The Strategic Center Firm identifies actions that increase the opportunity for each firm to achieve success through its participation in the network The Strategic Center Firm creates incentives that reduce the probability of any single firm taking advantage of its network partners
Ch11-19
A Strategic Network
Network Firms
Ch11-20
Strategic Outsourcing
Center firm coordinates outsourcing among partners, initiates actions and coordinates problem solving
Ch11-22
Center firm attempts to develop each partners core competencies and provides incentives for network firms to share their capabilities and competencies with partners Strategic center firm manages the development and sharing technology-based ideas among network partners
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Strategic center firm emphasizes to partners the need to build linkages between value chains and networks of value chains. The strategic network seeks to develop a competitive advantage in primary or support activities
Ch11-26