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    Leadership Styles and Employee Motivation in Qatar Organizations

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    This document discusses organizational structure and management systems. It begins by outlining the evolution of the modern corporation from the 19th century to today. It then discusses principles of organizational design such as hierarchy, coordination, specialization, and balancing centralization vs decentralization. Alternative structural forms like functional, multidivisional, and matrix structures are presented. Finally, management systems and the strategic planning process are summarized.

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    Leadership Styles and Employee Motivation in Qatar Organizations

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    yos_peace86
    223 views14 pages
    This document discusses organizational structure and management systems. It begins by outlining the evolution of the modern corporation from the 19th century to today. It then discusses principles of organizational design such as hierarchy, coordination, specialization, and balancing centralization vs decentralization. Alternative structural forms like functional, multidivisional, and matrix structures are presented. Finally, management systems and the strategic planning process are summarized.

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    Leadership Styles and Employee Motivation in Qatar Organizations

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    This document discusses organizational structure and management systems. It begins by outlining the evolution of the modern corporation from the 19th century to today. It then discusses principles of organizational design such as hierarchy, coordination, specialization, and balancing centralization vs decentralization. Alternative structural forms like functional, multidivisional, and matrix structures are presented. Finally, management systems and the strategic planning process are summarized.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    223 views14 pages

    Leadership Styles and Employee Motivation in Qatar Organizations

    Uploaded by

    yos_peace86
    This document discusses organizational structure and management systems. It begins by outlining the evolution of the modern corporation from the 19th century to today. It then discusses principles of organizational design such as hierarchy, coordination, specialization, and balancing centralization vs decentralization. Alternative structural forms like functional, multidivisional, and matrix structures are presented. Finally, management systems and the strategic planning process are summarized.

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    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
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    The text discusses the evolution of the modern corporation and organizational structures over time as businesses grew and the environment changed. It also covers principles of organizational design like hierarchy, coordination, and incentives.

    Some principles of organizational design discussed include hierarchy for coordination and control, specialization of labor, and defining organizational units based on tasks, products, geography, or functions.

    The text describes mechanistic and organic forms. Mechanistic forms have more rigid task definitions and control through rules while organic forms have more flexible tasks and coordination through mutual adjustment.

    Organization Structure and

    Management Systems

    OUTLINE

    • Evolution of the corporation


    • Principles of organizational design
    • The role of hierarchy: bureaucratic
    control vs. modular integration
    • Alternative structural forms
    • Management systems
    Evolution of the Modern Corporation

    The business Strategic Organizational


    environment changes consequences

    Early Local markets Firms specialized & Small firms.


    19th Transport slow focused on local Simple manage-
    century Limited mechanization markets ment structures

    Late Introduction of Geographical and Functional struct-


    19th railroads, telegraph vertical expansion ures. Line/staff
    industrialization separation. Accou-
    century
    nting systems

    Early Excess capacity in Product & Development of


    20th distribution. Growth multinational multidivisional
    century of financial institut- diversification corporation
    ions & world trade
    General Motors’ Organization Structure, 1921

    Board of Directors

    President Executive Committee

    Financial GM Acceptance Legal General


    Staff Corporation Department Advisory Staff

    Chevrolet Sheridan Canadian Oldsmobile Buick Cadillac GM Export


    Division Division Division Division Division Division Company

    GM Truck Samson Oakland Inter- Scripps


    Division Tractor Division company Booth
    Division Parts Corp.
    Division

    Source: A.P. Sloan, My Years with General Motors, Orbit Publishing, 1972, p. 57.
    The Basic Tasks of Organization
    Achieving high levels of productivity requires SPECIALIZATION

    Specialization by individuals necessitates COORDINATION

    For coordination to be effective requires COOPERATION

    But goals of employees == goals of owners


    THE AGENCY PROBLEM

    THE ORGANIZATIONAL CHALLENGE:


    To design structure & systems that:
     Permit specialization
     Facilitate coordination by grouping individuals & link
    groups with systems of communication, decision
    making, & control
     Create incentives to align individual & firm goals
    Hierarchy Economizes on Coordination

    (a) Self Organizing Team: (b) Hierarchy:


    10 interactions 4 interactions

    But what about effectiveness of coordination?


    --Depends upon the organization’s task
    Hierarchy of Loosely-Coupled
    Modules Allows Flexible Adaptation

    Tightly-coupled, integrated Loose-coupled, modular


    system: Change in any part hierarchy: partially-
    of the system requires autonomous modules linked
    system-wide adaptation by standardized interfaces
    permits decentralized
    adaptation and innovation
    Weber’s Principles of Bureaucracy

    • Rational-legal authority
    • Specialization of labor
    • Hierarchical structure
    • Coordination and control through rules and
    standard operating procedures
    • Standardization employment practices
    • Separation of jobs and people
    • Formalization of administrative acts, decisions
    and rules
    Mechanistic and Organic Forms

    FEATURE MECHANISTIC ORGANIC

    Task definition Rigid & highly Flexible; less


    specialized specialized

    Coordination Rules & directives Mutual adjustment.l


    & control imposed from the top Cultural control

    Communication Mainly vertical Horizontal & vertical

    Commitment To immediate superior To the organization & its


    & loyalty goals & values

    Environmental Stable with low tech- Dynamic, ambiguous,


    context nological uncertainty high technological
    uncertainty
    Designing the Hierarchy: The Basis for Defining
    Organizational Units and their Relationships

    Units may be defined on the basis of Common Tasks, Products,


    Geographical Proximity, or Process/Function

    Critical issue: Intensity of Coordination—Employees with the greatest


    interdependence should be grouped into same organizational unit.

    Additional criteria: Economies of Scale, Economies of Utilization,


    Learning, Standardization of Control Systems
    General Motors’ Organization Structure, 1997

    Board of Directors

    President’s Council Corporate Functions

    North Delphi GM International Hughes


    American Automotive Acceptance Operations Electronics
    Operations Systems Corporation

    GM Europe
    Midsize Small GM Vehicle Development
    & Car Power Sales, & & Technical Asian &
    Luxury Group Train Marketing Cooperation Pacific
    Car Group Group Group Operations
    Group
    Latin
    American,
    African, &
    Middle East
    Operation
    Corporate Executive Office
    Chairman & CEO

    Corporate Staff
    Service Divisions Finance Business R&D Human Legal
    Development Resources

    GE GE GE
    GE Aircraft GE Trans- GE
    Industrial Appliances Supply
    Engines portation Plastics
    Systems

    GE
    GE Power GE Medical GE GE
    Specialty NBC
    Systems Systems Lighting Capital
    Materials

    26 businesses organized into 5 segments:


    Consumer Mid-market Specialized Specialty Equipment
    Services Financing Financing Insurance Management

    General Electric’s Organization Structure, 2002


    Mobil Corporation, 1997

    Board of Directors

    CEO
    Executive Office

    Corporate Center Support Services

    North New Worldwide Technology


    America Exploration LNG & IPP

    Asia/ Europe Africa & South


    Pacific & CIS Middle America
    East North
    America Worldwide
    Shipping M&R Chemicals
    Royal Dutch/Shell Group, 1994: A Matrix Structure
    The Generic Strategic Planning Cycle

    Corporate
    Draft Discuss Revised
    Guidelines Approval
    Business with Business
    by
    Plans Corporate Plans
    Board
    Forecasts/
    Scenarios/
    Planning Corporate
    assumptions
    Plan

    Capex
    Performance Annual Budget
    Performance
    Review
    Targets

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