Case Study Analysis: A New Kind of Structure
A student pursuing a degree in organization leadership may dream about leading a team to new innovative heights and successes, however their vision likely does not include the grind of day to day tasks such as analyzing spreadsheets, preparing presentations, and other mundane items. That said, employees always have tasks they enjoy and tasks they do not enjoy in their careers, and may wish for a magic button to take on the task oriented work so they can focus on the work they are invigorated by and truly is valued within the business. Pfizer created just that magic button, allowing its employees to outsource specific tasks such as creating presentations and analyzing spreadsheets (Robbins, Decenzo, …show more content…
The six organizational design elements are work specialization, departmentalization, authority and responsibility, span of control, centralization verses decentralization, and formalization (Robbins, Decenzo, & Coulter, 2015). In the case of work specialization, the organization must understand what it should and should not allow its employees to send for supportive services. For departmentalization, the organization must understand if it will truly outsource the work, or if it will develop internal functions and teams to deliver the supportive services work. In authority and responsibility, the chain of command must be established between the requesting employee and the delivery team; this is especially important should any issues or prioritization conflicts arise. The span of control needs addressed in order to understand what each group is responsible for, especially the managers and the size of the support teams. Centralization versus decentralization is determined based upon how complex the work is, how complex the organization it supports is, and what level of control it wants to give its managers. Formalization design considerations determine how formal specific roles are, and in the case of generalists may be less formalized to allow them to take on many tasks. The decisions in these areas must support the organizational …show more content…
Globalization and diverse workforces introduce challenges of facing different laws, economics, logistics, and cultures (Green, n.d.). As with many organizational challenges, success can be found when there is a balance between global consistency and localized culture customization. Global consistency should be the goal in regards to alignment with mission and goals, overarching values, equality, and administration (Green, n.d.). However, when cultural differences do not have worldwide acceptance or must be in compliance with local laws, organizations should look to customize its cultural to the local norms (Green, n.d.). When organizations consider globalization, it is wise to consider three rules in management, including recognizing cultural differences, respecting people’s right to differ, and reconciling the issues differences create (Green, n.d.). Globalization continues to become a larger part of organizational norms, and managing through the change will become increasingly important for organizational
A student pursuing a degree in organization leadership may dream about leading a team to new innovative heights and successes, however their vision likely does not include the grind of day to day tasks such as analyzing spreadsheets, preparing presentations, and other mundane items. That said, employees always have tasks they enjoy and tasks they do not enjoy in their careers, and may wish for a magic button to take on the task oriented work so they can focus on the work they are invigorated by and truly is valued within the business. Pfizer created just that magic button, allowing its employees to outsource specific tasks such as creating presentations and analyzing spreadsheets (Robbins, Decenzo, …show more content…
The six organizational design elements are work specialization, departmentalization, authority and responsibility, span of control, centralization verses decentralization, and formalization (Robbins, Decenzo, & Coulter, 2015). In the case of work specialization, the organization must understand what it should and should not allow its employees to send for supportive services. For departmentalization, the organization must understand if it will truly outsource the work, or if it will develop internal functions and teams to deliver the supportive services work. In authority and responsibility, the chain of command must be established between the requesting employee and the delivery team; this is especially important should any issues or prioritization conflicts arise. The span of control needs addressed in order to understand what each group is responsible for, especially the managers and the size of the support teams. Centralization versus decentralization is determined based upon how complex the work is, how complex the organization it supports is, and what level of control it wants to give its managers. Formalization design considerations determine how formal specific roles are, and in the case of generalists may be less formalized to allow them to take on many tasks. The decisions in these areas must support the organizational …show more content…
Globalization and diverse workforces introduce challenges of facing different laws, economics, logistics, and cultures (Green, n.d.). As with many organizational challenges, success can be found when there is a balance between global consistency and localized culture customization. Global consistency should be the goal in regards to alignment with mission and goals, overarching values, equality, and administration (Green, n.d.). However, when cultural differences do not have worldwide acceptance or must be in compliance with local laws, organizations should look to customize its cultural to the local norms (Green, n.d.). When organizations consider globalization, it is wise to consider three rules in management, including recognizing cultural differences, respecting people’s right to differ, and reconciling the issues differences create (Green, n.d.). Globalization continues to become a larger part of organizational norms, and managing through the change will become increasingly important for organizational