Unit Three (MBA 6113)

Change Management

MBA 6113Unit 3Organizational structure, design and change

The importance of structure• Design vs. Structure• Social structures might manifest as formal

responses driven by contingent groups• Design implies the intended operational

parameters• Structure denotes how things actually happen

• Change issues could arise from misalignment between design and structure

Dimensions of structure• Specialization

• Standardization

• Formalization

• Centralization

• Configuration

• Traditionalism

Organizational Design

Structure Models• Bureaucratic• Flat vs. Tall• Horizontal vs. Vertical Differentiation• Span of Control vs. Additional Layers

• Matrix Organization

• Project Organization

• Network Organization

Matching Strategy to Structure

• Strategic decisions –• involve all levels of the organization• are complex• are made in situations of uncertainty• affect operational decisions• require integration of internal and

external environment• involve change

Mintzberg’s Forces (strategy) and Forms (structure)• Forces• Direction• Efficiency• Proficiency• Concentratio

n• Innovation• Forms• Entrepreneuri

al• Machine• Professional• Adhocracy• Diversified

Analyzing Structure with Regard to Human Capital