[조직행동론] organizational structure and design_조직 구조 differentiation, centralization, integration

조직행동론 Organizational Behavior

Chapter. Organizational structure & design 

Definition of design & structure

• 설계와 구조는 함께 가는 것
• organizational design
  • 정의: process of 1) defining and 2) coordinating organizational structure elements. This is an architectural task. (draw blueprint)
  • 목적: to create a design that will coordinate organizationa tasks & motivate people to achieve objectives.
  • Challenge: To choose appropriate levels and types of vertical and horizontal differentiation (divide org, team? divison? ) and integration (how to intergrate them back together to work like unity) (조직이 커져서 필요한 과정임)
• organizational structure
  • 정의: definition, ditribution, arragement of interlocking roles (ie who does what) , This is created by building what the architects designed
  • 고려사항: differentiation, integration, centralization, formalization
• impact of desing and structure
  • why should we consider organizational design and structure?
  • Physical appearance of organization (taller or wider)
  • Nature of jobs
  • Efficiency of organization (flexible or not)
  • Effectiveness of organization(flexible or not)
  • Relationships with other organizations (external stakeholders too)
  • Nature and quality of work experience for organizational members
  • Organizational culture

differentiation

• sub-unit, authority, control
• allocation of people and resources to tasks and establishment of task and authority relationships
  • identifies total set of organization tasks
  • divides tasks into jobs, departments, divisions
  • assigns authority and authority relationships
• include both horizontal and vertical differentiation
  • horizontal: way an organization groups tasks into jobs/roles and jobs/roles into sub-units
    • establish the division of labor and level of specialization
      • defines personal tasks and responsibilities + deadline → combine, work together
      • highly specialized jobs have narrow range of tasks ↔ less specialized jobs have broad range of tasks
      • specialization has good quality, narrowly defined ↔ low specialized job has wide range of skills and knowledge, more influence in organization
    • subunit choices departments, divisions, etc.
      • 1. functional : based on functions performed (prouction, sales, research 등)
        1. matrix: based on a combination of function, product, customer, and geography. created dual authority and dual responsibility
      • (efficient & confusion → should be made by org)
  • vertical : design of hierarchy with reporting relationships to link roles and sub-units
    • hierarchy: classification of people according to authority and rank
    • defines who reports to whom (hierarchy of authority)
      • tall organization have many level (과거 신입사원과 임원급 사이에 평균 14명 총 16 level 요즘은 이렇게 tall 하진 않음)
      • flat organization have few level
      • there’s no absolute criteria but an relative compare with other comapanies
    • defines area of responsibility (span of control)
      • the number of organizational members who report to a manager
      • wide span of control: one manager supervieses many member
        • (manage many people → need less manager → (1) reduce operational cost (wage가 적게 지출됨), (2) develop bigger picture (because many people report to you so better understand what’s going on, more power of manager → quick decision) ↔ dis: not easy to cluster team opinion
      • narrow span of control: one manager supervises a small number of member
        • (manage few people → easy to have personal relationship 4-5people ↔ mircro manager : try to give sooo detail direction (매니저 입장에선 책임을 다하는 거지만 사원의 입장에서는 굉장히 불편)
      • wide 의 장점은 narrow 의 단점, 그리고 그 반대 mirror, translate 됨

integration

• Integration: The process of coordinating tasks, functions, sub-units so they work effectively together & not at cross-purposes
• Challenge: Now that we have differentiated both vertically and horizontally, how do we integrate? (diffe 가 너무 심하면 chaos..)
• integrating mechanism
  • Hierarchy of authority (base line mechanism of integrating mechanism)
  • Direct Contact (개인: a가 기획을 대표, b가 개발을 대표, 두 부서 사이 문제 발생 시 둘이 먼저 만나서 이야기함)
  • Liaison Role: Person’s part of job (relation 의 프랑스어 liaison, 비슷한데 조금 다름 , 3rd came and make decision, manage conflict, debate )
  • Task Force: Temporary committees (temporary comittee 구성, possible from many department → 문제 해결되면 dissolve : useful coordination for time to time)
  • Team: Permanent committees
  • Integrating role: Person’s entire job (개개인이 한 부서, 파트를 대표하는 것이 아니라 전체의 통합을 위해 일하는 개인들, 한 사람이 부서에 속하지 않고 통합에만 집중)
  • Integrating department: Sole purpose (혹은 아예 부서를 만들어버림)

centralization

• Highly Centralized Authority (decision making: small amount people)
  • Authority given to a few top managers (multiple layer of hierarchy), allowing decisions to be made by those with the “big picture”
  • Facilitates development of a few “masters of knowledge”
  • Provides non-decision makers the freedom to perform technical tasks with fewer distractions
  • (장점 : master of knowlege → manager 단점: all other people free of responsibility - no dicison)
  • 낮은 레벨의 사람들은 의사결정의 책임으로부터 free 하게 해줄 수 있음 의외로 책임지고 싶어하지 않는 사람도 있음, 과거에 많이 쓰이던 방식
• Decentralized Authority (decision making :wide range of people)
  • Authority distributed throughout the organization (flexibility, flatter structure) (가끔은 one person이 모든 결정을 하긴 힘듦)
  • Allows leaner organizations and fewer levels
  • Allows those closest to problems and opportunities to make decisions
  • Is received favorably by many organizational members
  • who knows the problem better : employee, ceo가 어쩌면 문제를 알게되는 마지막 사람일수도, 실제 고객을 만나는 일이 잘 없기 때문, 많은 younger generation org에서 나타남
• (flat org 이더라도 high centralization일 수 있음 span of contral 과 centralization)

• formalization
  • High formalization: Formal rules and procedures used to standardize operations (Do it “by the book”)
    • Usually associated with centralized authority (high centralization , 맥도날드 같은)
  • Low formalization: Coordination by mutual adjustment rather than formal rules & procedures
    • Usually associated with decentralized authority (unwritten rule을 중요하게 생각함, 구글 같은)
  • Rules (written, no food in building etc… ) vs. Norms (it is about system, unwritten rules,)

 

mechanistic vs organic organization

• Mechanistic organizations: structured to induce people to behave in a predictable, accountable manner (machine, predictability)
  • Highly specialized tasks
  • Integration through formal hierarchy
  • Centralized decision-making (like cpu)
  • Coordination through standardization with formal rules & procedures (각자 일이 명확해서 부서 간 갈등 거의 없음 clear distinction)
  • Status-conscious environment with turf-protection behavior
• Organic organizations: structured to encourage flexibility and change (flexibility environment change 할 때 유용 )
  • Joint specialization—tasks shared (→ team work 중요)
  • Integration through teams & task forces
  • Decentralized decision-making
  • Coordination face-to-face, little standardization
  • Expertise-conscious environment with sharing behavior (focus on idea, 누가 아이디어를 내었는지는 중요하지 않음)

contingency design approach (환경적 상황을 주요 변수로 두는, 상황론적 접근)

• uncertainty 에 competitive 우위를 갖기 위해서는 어떤 structure이 ? 적합한 structure을 선택해야함
• Structure is contingent upon sources of uncertainty facing organization
• Strategic planning process (threat&opportunity 찾기) identifies uncertainties and structure needs
• Allows for anything from mechanistic to organic structure
• Allows different structures for different parts of the organization