praxisorientierte anwendung von organisationsformen · 2018-11-29 · • diversification creates...
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SCHMIDT CONSULTING Business Advisors – 7500 St. Moritz & 8044 Zürichwww.schmidt-consulting.ch
Praxisorientierte Anwendungvon
Organisationsformen
ReferatsunterlagenDr. Alexander Schmidt
- 1 -© SCHMIDT CONSULTING BAS GmbH – 7500 St. Moritz / 8044 Zürich - www.schmidt-consulting.ch
Dr. Alexander Schmidt
BASICS OF ORGANISATIONAL STRUCTURE
- 2 -© SCHMIDT CONSULTING BAS GmbH – 7500 St. Moritz / 8044 Zürich - www.schmidt-consulting.ch
Dr. Alexander Schmidt
A POORLY DESIGNED STRUCTURE CREATES PROBLEMS
Responsibilities may be duplicated
• High administrative costs
• Friction
Lack of co-ordination between units
• Conflict
• Wasteful slack
Structure may be too formal and restrictive
• Low employee morale
• Little commitment
Mismatch between people and tasks
• Necessitating costly training programmes
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Dr. Alexander Schmidt
ORGANISATIONAL STRUCTURE HAS BEEN DESCRIBED IN TERMS OF:
Functional structures
Product-managementstructures
Divisional structures
Geographic structures
Matrix/mixed structures
Types of groupings
Division of labour
Span of control
Formalization
Number of authoritylevels
Formal characteristics
Mechanistic(bureaucracy)
Organic(human relations)
Inertia
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Dr. Alexander Schmidt
TYPES OF GROUPINGS
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Dr. Alexander Schmidt
FUNCTIONAL ORGANISATION STRUCTURE(Manufacturing Company)
Chief ExecutiveOfficer
Engineering MarketingProductionMaterials
management
Corporate staff
FinancePersonnelQuality controlPublic relationsR&D
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Dr. Alexander Schmidt
WANG LABS. INC. – PARTIAL ORGANISATION CHART
Dr. An WangChairman & CEO
OperationsPresident & COO
UK Sales &Marketing
R&D EngineeringPurchasing &
ManufacturingAdministration
& Personnel
Direct SalesOrganisation
Indirect SalesOrganisation
CentralRegion
Int’l Sales& Marketing
Finance
SystemsHouse Sales
DealerOperations
DealerSupport
BusinessDevelopment
Marketing &Administration
EasternRegion
WesternRegion
9 areas39 districts250 branchesWang Direct
1900 employees 3 regional mgrs9 area mgrs
4 support 3 marketing2 admin
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Dr. Alexander Schmidt
BEISPIEL ENGADINER BERGBAHNEN MIT FUNKTIONALER SPARTENORGANISATION
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Dr. Alexander Schmidt
ADVANTAGES AND DISADVANTAGES OF FUNCTIONAL STRUCTURES
Functional structures work best when product and customer ranges are limited
• Diversification creates problems with the structure
Typical of small businesses
• Restaurants, machine shops, subcontractors
Promotes the development of specialization
Economy in use of resources
• Avoids duplication
Control and co-ordination (within each function)
• Ultimate functional responsibility with one
person
• Clear chain of command
Advantages
No single function is responsible for
overall performance
Specialisation can lead to parochialism
Overall co-ordination between functions is
difficult
Judging the performance of each department is
difficult
Fails to provide training to develop managers for
the top jobs
Disadvantages
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Dr. Alexander Schmidt
PRODUCT-MANAGEMENT STRUCTURE
Chief ExecutiveOfficer
Product Group 1 Product Group 2 Product Group 3
R&D
Sales
Marketing
Accounting
Manufacturing
PersonnelFinanceAdmin
R&D
Sales
Marketing
Accounting
Manufacturing
R&D
Sales
Marketing
Accounting
Manufacturing
- 10 -© SCHMIDT CONSULTING BAS GmbH – 7500 St. Moritz / 8044 Zürich - www.schmidt-consulting.ch
Dr. Alexander Schmidt
THE PRODUCT-MANAGEMENT STRUCTURE WAS POPULARISED BY PROCTOR & GAMBLE IN 1927
Product-management structures differentiate organisations by product
Each product manager has full responsibility for design, manufacture and marketing of his/her product
This allows the organisation to manage each product on its own life-cycle
• Not merely with similar or equivalent products
Companies who have adopted this structure include
• General Foods
• Kelloggs
• Colgate – Palmolive
- 11 -© SCHMIDT CONSULTING BAS GmbH – 7500 St. Moritz / 8044 Zürich - www.schmidt-consulting.ch
Dr. Alexander Schmidt
DIVISIONAL ORGANISATIONAL STRUCTURE
Chief ExecutiveOfficer
Vice President,Administration
Finance
Accounting
Planning
Personnel
Legal/public relations
Engineering service
R&D
Marketing service
Manufacturing service
Vice President,Operations
Control
Personnel
Planning
Marketing
Manufacturing
Control
Personnel
Planning
Marketing
Manufacturing
General Manager,Division B
General Manager,Division C
Control
Personnel
Planning
Marketing
Manufacturing
General Manager,Division A
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Dr. Alexander Schmidt
GROUPING PRODUCT LINES INTO DIVISIONS MAY BE USEFUL IF THOSE PRODUCT LINES BECOME ASSOCIATED WITH
SPECIFIC MARKETS
The Pontiac and Chevrolet divisions of General Motors are examples of divisional organisation structures
Each division performs all the functions required to carry out its operations
Divisional structures are particularly efficient in dealing with their markets
• Because they are autonomous and independent from the rest of the organisation
Possible drawbacks include
• Some inefficiency because each division maintains its own inventories
• Duplication of resources
- 13 -© SCHMIDT CONSULTING BAS GmbH – 7500 St. Moritz / 8044 Zürich - www.schmidt-consulting.ch
Dr. Alexander Schmidt
GEOGRAPHIC STRUCTURE
Chief ExecutiveOfficer
MerchandiseManager
East Coast RegionalManager
PersonnelManager
MerchandiseManager
Central RegionalManager
PersonnelManager
MerchandiseManager
West Coast RegionalManager
PersonnelManager
DistrictManager
AdvertisingManager
DistrictManager
AdvertisingManager
DistrictManager
AdvertisingManager
StoreManager
StoreManager
StoreManager
- 14 -© SCHMIDT CONSULTING BAS GmbH – 7500 St. Moritz / 8044 Zürich - www.schmidt-consulting.ch
Dr. Alexander Schmidt
A STRUCTURE BASED ON GEOGRAPHIC LOCATION IS PARTICULARLY APPROPRIATE FOR FIRMS THAT SERVE
MARKETS IN DIFFERENT AREAS
The rationale is to be close to the action as possible
In the U.S. it has been popular to split the market into eastern, southern, western, and northern regions
Because each region has a different growth rate, demographic make-up, climate, etc, the geographic structure allows each regional unit to monitor changes in its own area
As with divisional organisations, inefficiencies may exist
• And control may become a serious problem
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Dr. Alexander Schmidt
GEOGRAPHIC DIVISION STRUCTURE
Vick NtlPresident
Mktg. Dir.Personal
Care Prod.
Mktg. Dir.Health
Care Prod.
Mktg.ResearchDirector
Mktg.Communic.
DirectorA.G.M.
FinanceDirector
R&DDirector
PersonnelDirector
Manufact.Director
Admin.Director
HQCorp.Staff
MDAustralia
& NZ
MDMexico &CentralAmerica
MarketResearch
Materials
MDS.E. Asia
MDBrazil
MDPhilippines
MDCaribbean
MDJapan
Manufact.Finance &
Admin.Indust.
Relations
NutritionProd.Sales
Health &Personal
Sales
LarinCandySales
CountryDivision
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Dr. Alexander Schmidt
ADVANTAGES AND DISADVANTAGES OF DIVISIONAL STRUCTURES
Emphasis on the product or market area,
or customer
• Focus is on results in the market
place (vs in a functional structure, focus is
on the work, required to produce results)
Control and appraisal
• Decision makers held responsible for total
results
• Results and responsibilities
easily identified
Corporate management removed from operating
details
• Can concentrate on total company issues
including strategy and long range planning
Motivation and development of management
Advantages
Demands managers be “businessmen” not
functional experts
• May be tough during transition
Potential duplication of resources and effort
Co-ordination between divisions
• Several sales approaches to same
customers?
• Product development
• “Multiple reputations”
Disadvantages
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Dr. Alexander Schmidt
MATRIX ORGANISATION STRUCTURE
Chief ExecutiveOfficer
ProjectManager,
Mars
Vice President,Manufacturing
Vice President,Contracts
Vice President,Engineering Design
and Testing
Vice President,R&D
ProjectManager,
Venus
ProjectManager,Mercury
R&DStaff
R&DStaff
R&DStaff
EngineeringStaff
EngineeringStaff
EngineeringStaff
AdministrativeStaff
AdministrativeStaff
AdministrativeStaff
ProductionStaff
ProductionStaff
ProductionStaff
- 18 -© SCHMIDT CONSULTING BAS GmbH – 7500 St. Moritz / 8044 Zürich - www.schmidt-consulting.ch
Dr. Alexander Schmidt
MATRIX/MIXED STRUCTURES COMBINE ELEMENTS OF FUNCTIONAL AND PRODUCT-MANAGEMENT STRUCTURES
Frequently these elements are combined on an ad-hoc or temporary basis
• To maintain flexibility in the face of complex environmental conditions
Often referred to as project-management structures
Adopted by aerospace, consulting, banking and pharmaceutical industries
Particularly appropriate in complex environments that mandate the sharing of resources within a firm
Can be difficult to live with
• Ambiguous roles
• Power struggles
• Excessive overhead if not properly managed
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Dr. Alexander Schmidt
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