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Ch11-,33,Chapter 11,Organizational Structure,and Controls,Michael A. Hitt,R. Duane Ireland,Robert E. Hoskisson,2000 South-Western College Publishing,Competitiveness,Chapter 3,Internal,Environment,Chapter 2,External,Environment,The Strategic,Management,Process,Strategic Intent,Strategic Mission,Strategic,Competitiveness,Above Average,Returns,Feedback,Strategy Formulation,Chapter 4,Business-Level,Strategy,Chapter 5,Competitive,Dynamics,Chapter 6,Corporate-Level,Strategy,Chapter 8,International,Strategy,Chapter 9,Cooperative,Strategies,Chapter 7,Acquisitions &,Restructuring,Strategy Implementation,Chapter 10,Corporate,Governance,Chapter 11,Structure,& Control,Chapter 12,Strategic,Leadership,Chapter 13,Entrepreneurship,& Innovation,Strategic,Inputs,Strategic,Actions,Strategic,Outcomes,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:,Functional Structure,Multi-divisional Structure (M-form),Simple Structure,Strategy & Structure,Growth Patterns,Sales Growth Coordination,and Control Problems,Efficient implementation,of formulated strategy,Multidivisional,Structure,Efficient implementation,of formulated strategy,Sales Growth Coordination,and Control Problems,Functional,Structure,Simple,Structure,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,* Production,* Finance,* Engineering,* Accounting,* Sales & Marketing,* Human Resources,Functional Structure,First stage beyond a Simple Structure,Appropriate for single or dominant-business firms,Allows specialization of tasks,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,Production,Finance,Engineering,Accounting,Sales &,Marketing,Human,Resources,Functional Structure,Chief Executive Officer,Corporate Finance,Corporate R&D,Corporate Marketing,Corporate Human,Resources,Strategic Planning,Marketing,Engineering,Operations,Personnel,Accounting,Functional Structure for,Cost Leadership,Strategy,Office of the President,Centralized,Staff,Operations is main function,Process engineering is emphasized rather than new product R&D,Formalized procedures allow for low-cost culture,Structure is mechanical; job roles are highly structured,Relatively large centralized staff coordinates functions,Marketing,New Product R&D,Operations,Human,Resources,Finance,R&D,Marketing,Functional Structure for,Differentiation,Strategy,President and,Limited Staff,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,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,The goal is to maximize overall firm performance,Multi-Divisional Structure,Balance on these dimensions may change over time,The decision-making of managers in a Multi-Divisional structure may be:,Centralized or Decentralized,Bureaucratic or Non-bureaucratic,Changes in strategy,Degree of diversification,Geographic scope,Nature of competition,Structure will evolve over time with:,Division,Division,Division,Division,Production,Finance,Engineering,Accounting,Sales &,Marketing,Human,Resources,Multi-Divisional Structure,Chief Executive Officer,Corporate Finance,Corporate R&D,Corporate Marketing,Strategic Planning,Corporate Human,Resources,Cooperative,Form,Strategic Business Unit,(SBU) Structure,Competitive,Form,Variations of the,Multi-Divisional Structure,Multi-Divisional,Structure,(M-form),Related-Constrained,Strategy,Related-Linked,Strategy,Unrelated /Holding,Company Strategy,Product Division,Product Division,Product Division,Product Division,Product Division,Strategic,Planning,Corporate R&D Lab,CorporateHuman,Resources,Legal,Affairs,CorporateMarketing,Corporate,Finance,Cooperative Form,President,Related-Constrained Strategy,Government,Affairs,Structural integration devices create tight links among all divisions,Large corporate office with R&D likely to be centralized,Culture emphasizes cooperative sharing,President,Strategic Business Unit A,SBU Form,Related-Linked Strategy,Corporate Finance,Corporate R&D,Corporate Marketing,Strategic Planning,Corporate Human,Resources,Division,Division,Division,Strategic Business Unit C,Division,Division,Division,Strategic Business Unit B,Strategic Business Unit D,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,Competitive Form,Unrelated /Holding Company Strategy,President,Legal,Affairs,Finance,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,Auditing,Division,Division,Division,Division,Division,Cost Leadership,Decentralization,Differentiation,Centralization,Multi-Divisional Structure,The choice between centralization and decentralization is frequently based on the business-level strategy implemented in each division,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:,Financial Controls,Strategic Controls,Attributes of Various Structural Forms,Structural Characteristics,Degree of,Centralization,Use of,Integrating,Mechanisms,Divisional,Performance,Appraisal,Divisional,Incentive,Compensation,Type of,Strategy,Cooperative M-Form,SBU,M-Form,Competitive M-Form,Centralized at,Corporate Office,Centralized,in SBUs,Decentralized,to Division,Linked to,Corporate,Performance,Linked to,Corporation,Division & SBU,Linked to,Divisional,Performance,Extensive,Synergies,Moderate,Synergies,Nonexistent,Synergies,Financial,Criteria,Strategic &,Financial,Criteria,Subjective/,Strategic,Criteria,Related-,Constrained,Related,Linked,Unrelated,North America,Australia,Europe,Asia,Latin America,Africa,Product A,Product B,Product C,Product D,Product A,Evolution of Multi-Divisional Structure,Chief Executive Officer,Corporate Office (Staff),A Structural evolution based on,Geographic,lines usually implies a,Multi-Domestic,International Strategy,Evolution of Multi-Divisional Structure,North America,Australia,Europe,Asia,Latin America,Africa,Product A,Product B,Product C,Product D,Chief Executive Officer,Corporate Office (Staff),Implementation of a,Multidomestic,Strategy,Worldwide,Geographic,Area,Structure,Multinational,Headquarters,Asia,United,States,Latin,America,Europe,Australia,Middle,East/,Africa,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,Product A,Product B,Product C,Product D,A Structural evolution based on,Product,lines usually implies a,Global,International Strategy,Evolution of Multi-Divisional Structure,Chief Executive Officer,Corporate Office (Staff),Implementation of a,Global,Strategy,Worldwide,Product,Divisional,Structure,Green circle indicates centralization to coordinate information flow among worldwide products,Headquarters uses many,intercoordination,devices to facilitate global economies of scale and scope,Headquarters also allocates financial resources cooperatively,The organization is like a centralized federation,Multinational,Headquarters,Worldwide,Products,Division,Worldwide,Products,Division,Worldwide,Products,Division,Worldwide,Products,Division,Worldwide,Products,Division,Worldwide,Products,Division,A Transnational International Strategy is likely to utilize a structure and that results in emphasis on both geographic and product structures,Evolution of Multi-Divisional Structure,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,A Strategic Network,Strategic,Center,Firm,Network Firms,Strategic,Center,Firm,Strategic Center Firms Critical Functions,Strategic Outsourcing,Capability Development,Technology Sharing,Building Linkages to Facilitate Learning,Strategic,Center,Firm,Strategic Outsourcing,Center firm coordinates outsourcing among partners, initiates actions and coordinates problem solving,Strategic,Center,Firm,Strategic Center Firms Critical Functions,Strategic Outsourcing,Capability Development,Technology Sharing,Building Linkages to Facilitate Learning,Strategic center firm manages the development and sharing technology-based ideas among network partners,Capability and Technology,Strategic,Center,Firm,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,Strategic Center Firms Critical Functions,Strategic Outsourcing,Capability Development,Technology Sharing,Building Linkages to Facilitate Learning,Strategic,Center,Firm,Building Linkages to Facilitate Learning,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,A Distributed Strategic Network,Main,Strategic,Center,Firm,Distributed Strategic Center Firms,International Cooperative Strategies often require more complex networks,Many large multinational firms form distributed strategic networks with multiple regional strategic centers to manage their array of cooperative arrangements with partner firms,Breaking large networks into multiple manageably-sized networks helps to manage the complexity of maintaining many relationships,
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