Lecture 1 Notes

lundi 21 septembre 2015 1

lundi 21 septembre 2015 1 lundi 21 septembre 2015 lundi 21 septembre 2015 1

INTRODUCTORY SESSION:

Organizational Structure, Theory, & Practice

Dr. Jennifer A. HARRISON Assistant Professor

Human Resources & Organization



About Me?


lundi 21 septembre 2015 3 3

Where can you find me?

Contact Details [email protected] s. Jennifer.harrison79 t. @HarrisonJAA Office: A-236 Office Hours: By appointment; Tuesday 10-12pm

mailto:[email protected]





Course Expectations and Structure

Course Outline -- components

Style Formality

Interactive – expect questions

Email etiquette; Questions about welcome correspondence

Classes 2 parts: 1. Lecture 2. Group, project-coaching

Questions about previous week at beginning of each lecture – questions important to address for the class

Text book – do you need to purchase the text book?

Lecture slides, at the end of each class

At the end of the lecture …

Weekly media comments sign up

Attendance , name and email



Programme Week 1: Organisation Structure & Theory

Week 2: Organisation Structure & Theory

Week 3: Power in Organisations

Week 8: HR Week 9: Performance evaluation +

Group Presentations Week 10: International HRM +

Group Presentations

Week 4: Leaders & Managers

Week 5: Motivation in the workplace

Week 6: Team Dynamics

Week 7: Change Management

Macro

Micro



You will be evaluated in 3 ways

10% 40%

50%


lundi 21 septembre 2015 7 7



What is your name, year and program?

Why are you taking this course?

Have you worked before? Where?

What do you hope to achieve?

8



Why study Human Resources & Organization?

• Because it will help you in your professional life

HR function increasingly headed by non-specialists

• Because you have no choice



Today…

• Organizations and Organization Theory

1. Organizations

a) Organizations as systems

b) Organizations as structures

- Different components

- Coordination mechanisms

- Social Structures

- Organizational Design

- Physical Structures

- Organizational cultures

2. Organization Theory



ORGANISATIONS AS SYSTEMS

The individual in (large) organisations

Limited rationality and the need for investigation

Observation and management

• Definitions

• Organisational Complexity

• Coordination Imperatives



Definitional issues

• Why study organizations?

Because we live in an “organsation society”

Purposeful systems characterised by coordinated action towards an objective

•Organizations => rules => regularity of behaviour



Looking inside & outside



Organizations: complex systems

• An organization is complex

– Because lot of people work together

– Lots of elements in interaction

Framework

Clock

Plant Low level organism

The Human factor

Greater complexity…

Organization

Degree of complexity

of the system

Boulding, 1956; Bertalanffy, 1968



Humans & non-Humans

•Need to combine and harmonize workflow and human/social aspects



Organizational Environment

economic

legal

Socio-cultural

ecological

Technological

political

Demographic



Organizations: Complex & Open Systems

• Because…

they operate in diverse environments and are constrained by these (laws )

need to get away from closed system thinking

they are dependent on the environment

the environment is unstable and rapidly changing

they work with multiple actors whose interests diverge but are legitimate.

• Is organization-environment interaction a one-way process?



Your own Experiences ?



Organizations: A Stratified Entity

• Four types of segmentation

M

entation

It creates distinct personal and professional interests

• Segmentation neither neutral nor technical

• positive and negative dimensions.

• Examples

Social

Categorial

Functional

Organizational



Competing rationalities

• An organization = an arena of confrontation between several distinct professional legitimacies

• Conflicting professional goals create coordination problems



Learning to Coordinate



https://www.youtube.com/watch?v=o-mI7RTf_R4

https://www.youtube.com/watch?v=o-mI7RTf_R4



Let us summarize



ORGANISATIONS AS STRUCTURES

The individual in (large) organisations

Limited rationality and the need for investigation

https://www.youtube.com/watch?v=4rcI1u4cxGEon and management

• Different components

• Coordination Mechanisms

• Social Structures

• Organizational Design

• Physical Structures

• Organizational cultures



ORGANIZATIONAL

COMPONENTS



What can you find in an organization?



6 components of an organisation

Support staff

Middle line

Operating center/core

Strategic summit/apex Responsable for : firm’s mission strategic development resource allocation relationships with environment

Provide support

services and information necessary for organization’s

activities

Analysts situated outside the formal reporting system

Responsible for standardization of operational, and intellectual work

planning systems

Work directly on the production of goods and services

Intermediary managers (formal

reporting system)

Top down transmission :

policies, directives

Bottom up : reports,

claims

Techno- structure

Ideology or company culture



Authority relations

Work flows

Information flows

Performance control &

Organisational structures

Making connections

The six components are interconnected by

Steering modes

(De)Centralization



Why have a structure?

1. To share out authority among members

2. To share out responsibilities among members

3. To share out rules, procedures, information among members



• Six coordination mechanisms

30

Getting things done

1

2

3

Mintzberg



31

Getting things done

6

4

5



SOCIAL STRUCTURES &

ORGANIZATIONAL DESIGN



Organigramme

• Higlights social structure of an organisation

Distribution of authority

• Functions of an organization chart

1 know who does what in the organization

2 who they can speak to when there is a problem

3 enables the employee to find her way in the organization (ex. new employee welcome guide)

4 enables you to position yourself in the hierarchy, and in relation with other departments



What does an organigramme not tell us

What does an organigramme not tell us about an organisation?



• Organization chart reflects three types of internal structures (departmentalization)

1. Divisional structures:

a. Based on products /markets / brands (ex. LVMH)

b. Based on type of clientele (ex. Orange)

c. Based on geographic area (ex. temporary work firms,

bank branches)

d. Based on discipline or activity (ex. hospitals)

2. Functional structures

• function or production system logic (ex. sailing club)

3. Matrix structures

• cross divisional logic and functional logic

(ex. consultancy cabinet)

Organizational Design



Divisional Structure



Divisional geographic structure



Functional Structure



Functional Structure



• Strategy

• Operational performance improvement

• Project/program management

Matrix structure



Advantages Drawbacks

Functional - Favors economies of scale and work division; - Specialization : concentration of resources/competencies

- Less reactive to customer needs - Difficult to identify how each unit contributes to efficiency -Problem of setting objectives -Heavy control by management to follow the activity closely

Divisional - Better ability to react to changes in the environment - Greater autonomy possible ( responsibility centers/MBO)

- Higher costs ; does not allow to best exploit economies of scale. -Does not facilitate the transmission of knowledge (specialists disseminated in the units) - Threats of rivalry between the departments

Matrix - Makes adaptation to an unstable environment possible - Favors innovation

- Generates complexity in relationships/communication/coordinat° - Requires a company culture which recognizes negotiation as a mode of inter-personal relationship

Advantages and drawbacks



PHYSICAL STRUCTURES



Physical structures influence social structures



…but

“We shape our buildings and

afterwards our buildings shape us”

Architecture, Interiors, Product design, Logos,

Brochures, Uniforms…



Trappings of office

Parking sace too



Interplay of physical-social structures



ORGANIZATIONAL

CULTURE(S)



“The pattern of basic assumptions that a given group has invented…developed in learning to cope with its problems of external adaptation and internal integration; that have worked well enough to be considered valid; and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems” (Schein, 1985)

Organizational Culture


lundi 21 septembre 2015 49 Schein’s 3 levels of culture



Why is organizational culture important?



Why do culture change

initiatives fail? 1. Resistance

2. Lack of management ownership

3. Competing change initiatives

4. Top management divergences

5. Unrealistic time lines

6. Poor implementation

7. Top-down approach

8. No rewards and no sanctions



https://www.youtube.com/watch?v=V7P0T9IbYKU

https://www.youtube.com/watch?v=O24ZD9WluW8

https://www.youtube.com/watch?v=3RI08CwiLjw



Let us summarize



Weekly media comments sign up

Group formation

Attendance

Next week….



Next class… Organizational structure and theory continued

Group Assignment and in-class Group Time

Think about and bring your artifact Student Artifact Exercise

Aim: Build positive and dynamic learning community

Importance of getting to know one another

During next class I will ask you to spend some time getting to know one another

Please bring an object to our session that you can use as the centerpiece for telling us a story about who you are as a person. Please, no photographs. I will ask you to discuss the following questions in relation to your artifact: What is important to you?

What motivates you?

What is exciting to you?

What is meaningful to you?

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Lecture 1 Notes

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