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HBO Organizational Structure

1. The document discusses different types of organizational structures such as functional structure, divisional structure, and matrix structure. It describes their key characteristics and benefits and drawbacks. 2. Factors that influence organizational structure selection are also examined, including hierarchy of authority, span of control, centralization, and formalization. 3. The effectiveness of an organizational structure depends on considerations like the stability of the organization's environment and the complexity of its tasks. Different structures suit different conditions.

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1K views3 pages

HBO Organizational Structure

1. The document discusses different types of organizational structures such as functional structure, divisional structure, and matrix structure. It describes their key characteristics and benefits and drawbacks. 2. Factors that influence organizational structure selection are also examined, including hierarchy of authority, span of control, centralization, and formalization. 3. The effectiveness of an organizational structure depends on considerations like the stability of the organization's environment and the complexity of its tasks. Different structures suit different conditions.

Uploaded by

bpbiron
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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0RuANITZATI0NAL STR0CT0RE (BB0)

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1. Bivision of laboi: uiviuing up the many tasks of the oiganization into
specializeu jobs.
2. Bieiaichy of authoiity: Who manages whom.
S. Span of contiol: Who manages whom.
4. Line vs. staff positions
S. Becentialization

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Tall vs. flat hieiaichies
Autonomy anu contiol
Communication
Size

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A wiue span of contiol: a laige numbei of employees iepoiting.
A naiiow span of contiol: a small numbei of employees iepoiting.
The appiopiiate span of contiol uepenus on the expeiience, knowleuge anu
skills of the employees anu the natuie of the task.

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Line positions - those in which people aie involveu in piouucing the main
goous oi seivice oi make uecisions ielating to the piouuction of the main
business.
Staff positions - these aie positions in which people make iecommenuations
to otheis but aie not uiiectly involveu in the piouuction of the goou oi
seivice.

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The extent to which uecision making is concentiateu in a few people oi
uispeiseu thiough out the oiganization.
!"#$%&$'() benefits associateu with gieatei paiticipation anu moving the
uecision closest towaius implementation.
*+,$"#$%&$'() lack of peispective anu infoimation, lack of consensus


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|self-explanatoiyj

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Najoi tasks of the oiganization bioken uown into units; gioupeu in a way that
makes sense (i.e. CE0, then Nanufactuiing, Sales, R&B, Accounting & Finance, etc)

!"#$%&$'() efficiency, specializeu skills, communication
*+,$"#$%&$'() isolation of units

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Lays anothei uivision on top of Functional Stiuctuie; uiviueu by the piouucts
piouuceu by the oiganization (e.g. ueneial Notois - Cheviolet, Tiuck uivision, etc)

!"#$%&$'() Piouuct focus, flexibility
*+,$"#$%&$'() Buplication of effoit

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Biviuing tasks anu iesponsibilities in teims of the types of customeis the
oiganization cateis to (i.e. coipoiate customeis, goveinment, inuiviuual customeis)

!"#$%&$'() Beveloping a ceitain expeitise, moving solutions closei to souice of
issue, communication is fluiu thioughout

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Biviuing tasks anu iesponsibilities in teims of the iegions the oiganization opeiates
in globally (i.e. East, anu West maiket)

!"#$%&$'() Beveloping a ceitain expeitise, moving solutions closei to souice of
issue, communication is fluiu thioughout

E"*)$H 3*)4%*4)+
Imposes two stiuctuies on top of one anothei: supeiimposes a Piouuct uesign, on
top of a Functional uesign. Allows foi cioss-functional teams to uevelop (e.g.
engineeiing, piouuct uevelopment). Each peison iepoits to two manageis.

!"#$%&$'() flexible stiuctuie in aieas foi uevelopment - wheie piouuct life cycle is
iapiu, competition is fieice anu technology is complicateu
*+,$"#$%&$'() unequal balance of time with uiff. manageis

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Not a ieal oiganization, but an appaient oiganization, uevelopeu fiom othei
oiganizations contiibuting iesouices to a specific pioblem aiea that iequiies some
type of solution (e.g. IBN, 0iacle, SunNicio Systems - thinking of alteinatives to the
Niciosoft-type piouucts)

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Bieiaichy of authoiity
Liaison ioles
Teams, committees, task foices
Stanuaiuization & foimalization

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E+%("0$#*$%M tallness in hieiaichy, specialization, centialization in authoiity,
foimalization. Woiks best unuei stable conuitions.

.)/"0$%: flatness, geneialization, uecentialization, flexibility. Best fit. Bynamic
conuitions anu complex technology.

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Contiol span Wiue Naiiow
Authoiity Few Nany
Foimalization L0W BIuB
Centialization L0W BIuB
Position Powei L0W BIuB
Expeit Powei BIuB L0W

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0utput appioach - (e.g. how much piofit is being maue)
Inteinal piocess appioach - what is happening to human iesouices within an
oiganization (e.g. absenteeism, laboi tuinovei, stiikes, numbei of giievances
fileu, etc)
Systems iesouice appioach - ability of the fiim to attain the iesouices it
neeus; piouuct iesouices, human iesouices
Stakeholuei appioach - ieflection of the opinions of those affecteu by the
oiganization

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Complexity
Biffeientiation
Becentialization
Foimalization - leaus to moie uissatisfaction

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Becentialization
Span of contiol

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