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The Structural Frame by yurtgc548

VIEWS: 20 PAGES: 17

									The Structural Frame
B&D's structural frame focuses on how
 reporting relationships and hierarchies
 develop in response to an organization's
 tasks and environment.

The structural frame is the most rational and
 visible manifestation of the organization. It
 addresses the following characteristics:
    Structural Assumptions
• Organizations exist to achieve established goals and
  objectives

• Organizations increase efficiency and performance via
  specialization and division of labor

• Appropriate forms of coordination and control ensure
  performance

• Organizations work best when rationality prevails

• Structure must align with the organization’s circumstances

• Problems arise from structural deficiencies and can be
  remedied by restructuring
     Characteristics Addressed by the
            Structural Frame
•   Goals
•   Boundaries (between the organization and its environment)
•   Levels of authority
•   Divisions of labor (differentiation and integration)
•   Formal communication channels
•   Coordination and control of tasks
•   Rules and procedures
• Desired patterns of activities and relationships among participants.
    What Causes Problems?

Organizational problems originate from
 inappropriate structures or inadequate
 control.

They can be resolved by changing the
 structure or the control system
The structural frame deals with how work gets
done. It is rational in that it assumes that
organizations exist primarily to accomplish
established goals. Likewise, their structures
should be designed around those goals. We
call this "technical rationality."
  Using the Structural Frame
• Low ambiguity or uncertainty of outcome. The structural frame does
  not match up well with ambiguous or uncertain outcomes. It is usually
  very clear what should happen following a decision in the structural
  frame.
  Using the Structural Frame
• Resources are not overly scarce and conflict is low. The structural
  frame works best in a stable organization, where members are not
  threatened by change and perceive the logic of the decisions being
  made. Where instability exists, either because the organization is
  threatened by a lack of resources (usually money), or internal factions
  disagree over goals, then a different frame must be used to address
  these concerns.
  Using the Structural Frame

• Top down decisions. Structure, hierarchy, rules, and procedures
  usually flow from the top down to the members of the organization.
  The hierarchy itself defines the leaders who make the rules.
Structural Configuration
• Mintzberg’s
  Fives
  • Strategic apex
  • Middle
    management
  • Operating core
  • Techno structure
  • Support staff
     Mintzberg’s Structural
        Configurations
• Simple Structure
• Machine
  Bureaucracy
• Professional
  Bureaucracy
• Divisionalized Form
• Adhocracy
     Mintzberg’s Structural
        Configurations
• Simple Structure
• Machine
  Bureaucracy
• Professional
  Bureaucracy
• Divisionalized Form
• Adhocracy
     Mintzberg’s Structural
        Configurations
• Simple Structure
• Machine
  Bureaucracy
• Professional
  Bureaucracy
• Divisionalized Form
• Adhocracy
     Mintzberg’s Structural
        Configurations
• Simple Structure
• Machine
  Bureaucracy
• Professional
  Bureaucracy
• Divisionalized
  Form
• Adhocracy
     Mintzberg’s Structural
        Configurations
• Simple Structure
• Machine
  Bureaucracy
• Professional
  Bureaucracy
• Divisionalized Form
• Adhocracy
       Why Restructure?
•   The environment shifts
•   Technology changes
•   Organizations grow
•   Leadership changes
•   Troubled firms
     • Impulsive firms
     • Stagnant bureaucracies
     • Headless giants
Generic Issues in Restructuring:
each component exerts distinct pressures

  • Strategic apex pushes for more alignment,
    centralization
  • Middle managers try to protect autonomy and
    room to run their own unit
  • Techno structure pushes for standardization,
    believes in measurement and monitoring
  • Support staff prefers less hierarchy, more
    collaboration

								
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