Escolar Documentos
Profissional Documentos
Cultura Documentos
Thomson Learning
© 2004 2-1
Top Management Role in
Organization Direction, Design, and
Effectiveness
External Environment
Opportunities Organization
Threats Design
Uncertainty
Resource Availability Structural Form – Effectiveness
learning vs.
Strategic Direction efficiency Outcomes
Information and Resources
Define Select control systems
CEO, Top Efficiency
mission, operational Production Goal attainment
Management official goals, technology Competing values
goals competitive Human resource
Team strategies policies,
incentives
Organizational
culture
Internal Situation Interorganizational
Strengths linkages
Weaknesses
Distinctive Competence
Leadership Style
Past Performance
Source: Adapted from Arie Y. Lewin and Carroll U. Stephens,
Thomson Learning
“Individual Properties of the CEO as Determinants of Organization
© 2004
Design,” unpublished manuscript, Duke University, 1990; and Arie Y. Lewin
and Carroll U. Stephens, “CEO Attributes as Determinants of Organization Design:
An integrated Model,” Organization Studies 15, no. 2 (1994): 183-212
2-2
Goal Type and Purpose
Thomson Learning
1995, 88-98; Michael Hitt, R. Duane Ireland, and Robert E. Hoskisson,
Strategic Management (St. Paul, Minn.: West, 1995), 100-113; and
Raymond E. Miles, Charles c. Snow, Alan D. Meyer, and Henry L.
© 2004
Coleman, Jr., “Organizational Strategy, Structure, and Process,”
Academy of Management Review 3 (1978), 546-562 2-5
Miles and Snow’s
Strategy Typology (cont’d)
Analyzer
Balances efficiency and learning; tight cost
control with flexibility and adaptability
Efficient production for stable product lines;
emphasis on creativity, research, risk-taking for
innovation
Reactor
No clear organizational approach; design
characteristics may shift abruptly depending on
current needs
Source: Based on Michael Treacy and Fred Wiersema,
“How Market Leaders Keep Their Edge,” Fortune February 6,
Thomson Learning
1995, 88-98; Michael Hitt, R. Duane Ireland, and Robert E. Hoskisson,
Strategic Management (St. Paul, Minn.: West, 1995), 100-113; and
Raymond E. Miles, Charles c. Snow, Alan D. Meyer, and Henry L.
© 2004 2-6
Coleman, Jr., “Organizational Strategy, Structure, and Process,”
Academy of Management Review 3 (1978), 546-562
Contingency Factors
Affecting Organization Design
Envir Technology Size/
o nmen Life C
t ycle
Cul
tur
e
t egy
a
St r
External Environment
Organization
Product and
Resource Internal
activities Service
Inputs
and Outputs
processes
Thomson Learning
Competing Values Approach to Organizational Analysis,”
Management Science 29 (1983): 363-377; and Robert E. Quinn
and Kim Cameron, “Organizational Life Cycles and Shifting
© 2004
Criteria of Effectiveness: Some Preliminary Evidence,”
Management Science 29 (1983): 33-51. 2-10
Effectiveness Values
for Two Organizations
STRUCTURE
FLEXIBILITY
Human Relations Open Systems
Emphasis Emphasis
F ORGANIZATION
O A
INTERNAL EXTERNAL
C
U
S ORGANIZATION
B
Internal Process Rational Goal
Emphasis Emphasis
CONTROL
Thomson Learning
© 2004 2-11
Workbook
Identifying Company
Activity
Company #2
Company #3
Thomson Learning
© 2004 2-12
Workshop
Activity
Competing Values and
Organizational Effectiveness
What do you
Goal or Performance How to Source of consider
subgoal Gauge measure data effective?
Compare
percentages 25%
(Example) Turnover of workers reduction in
Equilibrium rates who left HRM files first year
1
Open
System 2
3
Human
Relations 4
5
Internal
Process 6
7
Rational
Goal 8
Thomson Learning
© 2004 2-13