[商业策略].Business.Strategy.Week_12.ppt

Boundaryless Organizational Designs Boundaryless Organizational Designs * Business Strategy Rob Giberson Week 12 Creating Effective Organizational Design BUS 400  Strategic Management Process Stakeholder Preference Environment Competitive, Intl, Social, Technical, Economic, Political Resources Capital, Equipment, Land, Intellectual, Functional Capabilities Performance Financial, Operational, Strategic Strategy Mission/Vision/Objectives Competitive Position Competitive Advantage Organization Structure, Reward system, Staffing, Leadership, Support systems Traditional Forms of Organizational Structure Organizational structure refers to formalized patterns of interactions that link a firm’s Tasks Technologies People Structure provides a means of balancing two conflicting forces Need for the division of tasks into meaningful groupings Need to integrate the groupings for efficiency and effectiveness 9-4 Dominant Growth Patterns of Large Corporations International Expansion Related diversification Vertical integration Growth in revenues and employees International expansion Related diversification Increase relatedness of products and markets Increase relatedness of products and markets International expansion Diversification in unrelated areas Strategies leading to new structure Dominant growth path for U.S. firms Diversification into related products and markets Simple structure is the oldest and most common organizational form Staff serve as an extension of the top executive’s personality Highly informal Coordination of tasks by direct supervision Decision making is highly centralized Little specialization of tasks, few rules and regulations, informal evaluation and reward system Patterns of Growth of Large Corporations: Simple Structure (organized around the owner) Patterns of Growth of Large Corporations: Functional Structure (organized around functions) Lower-level managers, specialists, and operating personnel Divisional Structure (Organized aroun