A New Kind Of Structure Case Study

1053 Words 4 Pages
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…
Traditionally, daring and innovative ideas are top-down communicated and forced from the upper echelons of management as mandates to the team members (Miller & Wedell-Wedellsborg, 2013). The challenges with top-down mandates include, lack of connectedness between initiatives and unproven strategies which may flop (Miller & Wedell-Wedellsborg, 2013). What was successful with pfizerWorks was the “stealth mode” of implementation, meaning it was piloted within a small section of the organization and the results were measured and then reported to leadership with validation the program was already successful (Miller & Wedell-Wedellsborg, 2013). Ultimately, change adoption is also driven by corporate culture, and the implementation style of choice must match the norms of the

Related Documents