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1、,Chapter 11,Organizational Structure and Controls,Michael A. Hitt R. Duane Ireland Robert E. Hoskisson,2000 South-Western College Publishing,Competitiveness,Chapter 3,Internal,Environment,Chapter 2,External,Environment,The Strategic Management Process,Strategic Intent,Strategic Mission,Strategic,Com
2、petitiveness,Above Average,Returns,Feedback,Strategy Formulation,Chapter 4,Business-Level,Strategy,Chapter 5,Competitive,Dynamics,Chapter 6,Corporate-Level,Strategy,Chapter 8,International,Strategy,Chapter 9,Cooperative,Strategies,Chapter 7,Acquisitions &,Restructuring,Strategy Implementation,Chapte
3、r 10,Corporate,Governance,Chapter 11,Structure,& Control,Chapter 12,Strategic,Leadership,Chapter 13,Entrepreneurship & Innovation,Strategic,Actions,Structure Types,All organizations require some form of organizational structure to implement and manage their strategies,Firms frequently alter their st
4、ructure as they grow in size and complexity,Three basic structure types:,Strategy & Structure Growth Patterns,Sales Growth Coordination and Control Problems,Efficient implementation of formulated strategy,Multidivisional Structure,Efficient implementation of formulated strategy,Sales Growth Coordina
5、tion and Control Problems,Functional Structure,Simple Structure,Simple Structure,Owner / Manager,Owner/Manager makes all major decisions directly and monitors all activities,Difficult to maintain this structure as the firm grows in size and complexity,Functional Structure,First stage beyond a Simple
6、 Structure,Appropriate for single or dominant-business firms,Allows specialization of tasks,Overcomes information processing limits of single owner/manager,Functional department heads report to Chief Executive Officer who integrates decisions and actions from a company-wide point of view,Risks confl
7、icts between myopic function managers,Functional Structure,Chief Executive Officer,Functional Structure for Cost Leadership Strategy,Office of the President,Centralized Staff,Operations is main function Process engineering is emphasized rather than new product R job roles are highly structured,Relat
8、ively large centralized staff coordinates functions,Functional Structure for Differentiation Strategy,President and Limited Staff,Marketing is the main function for tracking new product ideas New product R job roles are less structured,Multi-Divisional Structure,Each division is operated as a separa
9、te business,Appropriate for related-diversified businesses,Key task of corporate managers is exploiting synergies among divisions,Managers use a combination of strategic controls and financial controls,The goal is to maximize overall firm performance,Multi-Divisional Structure,Balance on these dimen
10、sions may change over time,Multi-Divisional Structure,Chief Executive Officer,Cooperative Form,Strategic Business Unit (SBU) Structure,Competitive Form,Variations of the Multi-Divisional Structure,Multi-Divisional Structure (M-form),Related-Constrained Strategy,Related-Linked Strategy,Unrelated /Hol
11、ding Company Strategy,Product Division,Product Division,Product Division,Product Division,Product Division,Strategic Planning,Corporate R&D Lab,CorporateHuman Resources,Legal Affairs,CorporateMarketing,Corporate Finance,Cooperative Form,President,Related-Constrained Strategy,Government Affairs,Struc
12、tural integration devices create tight links among all divisions Large corporate office with R&D likely to be centralized Culture emphasizes cooperative sharing,President,Strategic Business Unit A,SBU Form,Related-Linked Strategy,Strategic Business Unit C,Strategic Business Unit B,Strategic Business
13、 Unit D,Structural integration exists among divisions within SBUs, but not across SBUs Each SBU may have its own budget for staff to foster integration Corporate headquarters staff serve as consultants to SBUs and divisions,Competitive Form,Unrelated /Holding Company Strategy,President,Legal Affairs
14、,Finance,Corporate headquarters has a small staff Finance and auditing are the most prominent functions in the headquarters Divisions are independent and separate for financial evolution purposes Divisions retain strategic control, but cash is managed by the corporate office Divisions compete for co
15、rporate resources,Auditing,Division,Division,Division,Division,Division,Multi-Divisional Structure,The choice between centralization and decentralization is frequently based on the business-level strategy implemented in each division,Complex Multi-Divisional structure firms may be simultaneously cen
16、tralized and decentralized , depending upon the various business-level strategies employed throughout the firms individual businesses,Attributes of Various Structural Forms,North America,Australia,Europe,Asia,Latin America,Africa,Product A,Product B,Product C,Product D,Product A,Evolution of Multi-Divisional Structure,Chief Executive Officer,Corporate Office (Staff),A Structural evolution based on Geographic lines usually implies a Multi-Dom
