Lecture 6 Flashcards

1
Q

Organizational Hierarchy > Efficiency: Mechanistic structures

A
  • Centralization
  • Top-down chain of command
  • Formalization
  • Narrow span of control and tall structures with many layers, tight control
  • Rigid departmentalization
  • High levels of specialization
  • Efficiency
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2
Q

Flexibility: Organic structures

A
  • Decentralization
  • Cross-hierarchical teams
  • Low formalization
  • Wide span of control > Flat structures with few layers; loose control
  • Cross-functional teams
  • Low levels of centralization
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3
Q

Delayering

A

Removing one or more layers of middle managers
+ Cut the costs of paying many managers
+ Improve communication
+ Empower the remaining workers if they are given extra responsibilities
- Result in a loss of experienced, skilled managers
- Be costly initially in terms of redundancy and training

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4
Q

Two different organizational structures

A
  • Simple hierarchy: a manager/head department and employees. There is few interaction among employees and employee’s ideas need to be “approved” first.
  • Self-organizing team: each employee has the freedom to interact with eachother and take (own) initiatives. Can’t identify who is the head of the unit.
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5
Q

Organizational Matrix

A

Makes communication within big companies with a strict and layered hierarchy easier.
- Cross-functional managers: build bridges between the functional reporting lines and geographical reporting lines.

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6
Q

Organic multi-functional project teams

A

Infusing an organic structure within large established companies. The hierarchy stays there but it is more flexible. Project teams within departments are implemented to let employees operate more freely.

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7
Q

Mixed organic/ Hierarchical structure

A

Brings the traditional hierarchy and matrix together. It’s about the balance between accountability and allowing space for new initiatives.

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8
Q

Paradox: stability and change.
How do you cope with this?

A
  1. Outsourcing: ambidexterity (exploration or exploitation)
  2. Structural (spatial) ambidexterity
  3. Temporal (sequential) ambidexterity
  4. Contextual ambidexterity
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9
Q

Structural (spatial) ambidexterity

A

Separate business units with different designs, cultures, and processes focused on exploration or exploitation

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10
Q

Temporal (sequential) ambidexterity

A

Alternate sequentially (in line with the innovation cycle) between longer periods of exploitation with shorter periods of exploration

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11
Q

Contextual ambidexterity

A

A supportive organizational context can enable individuals to choose between alignment and adaptability activities at different times

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12
Q

Structural versus Contextual Ambidexterity

A

Zie notes lecture 6

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13
Q

Ambidexterity-analysis Fourné et al. (2019)

A
  • Larger organizations: structural ambidexterity
  • High-tech environments: structural ambidexterity
  • Service organization: contextual ambidexterity
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