1. Organizational Design & Development Foundational Models & Culture February 8, 2011 MGMT-4000 Linda Miklas, Christina Finegold Harvard University
2. Creating the Environment Center for Workplace Development Trust earned one person at a time Accountability for the right results Opportunity for Growth & Impact
5. Iceberg Model Skills Knowledge HayGroup= Achievement Power Affiliation Butler = Passion Connection Achievement Power A Powerful New Model = Acquire Bond Comprehend Defend Inner Work Life = Creativity Productivity Commitment Collegiality
8. Structural Imperatives Source: Reframing Organizations: Artistry, Choice, and Leadership. Bolman, Lee G. and Deal, Terrence E., 2008, Jossey-Bass. Dimension Structural Implications Size and age Complexity and formality increase with size and age. Core process Core processes or technologies must align with structure. Environment Stable environment reward simpler structure. Strategy and goals Variation in clarity and consistency of goals requires appropriate structural adaptations. Information technology Information technology permits flatter, more flexible, and more decentralized structures. Nature of the workforce More educated and professional workers need and want greater autonomy and discretion.
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10. Galbraith’s Star Model Processes People Rewards Structure Strategy Source: 2009 Corporate Executive Board, Corporate Leadership Council’s “Frameworks for Organizational Design”
11. Five Basic Structure Options Source: 2009 Corporate Executive Board, Corporate Leadership Council’s “Frameworks for Organizational Design” Functional GM R & D Operations Marketing Product CEO Electronics Medical Instruments Computers Market GM Health Service Fin. Services Distribution Geographical GM Northern Region Central Region Southern Region Process GM New Product Dev. Order Fulfillment Customer Acquisition
12. Strategies for Five Structure Options Source: 2009 Corporate Executive Board, Corporate Leadership Council’s “Frameworks for Organizational Design”
