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Del curso dictado por University of Illinois at Urbana-Champaign

Designing the Organization: From Strategy to Organizational Structure

492 calificaciones

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University of Illinois at Urbana-Champaign

Designing the Organization: From Strategy to Organizational Structure

492 calificaciones

Curso 3 de 7 en SpecializationStrategic Leadership and Management

In this course you will understand how firms are organized, what factors must be taken into account in making critical design decisions, and what role managers play in making these choices. In order to answer these questions, we will first develop a conceptual process model that links business models, external and internal contingencies, and organizational design. Second, we will focus on the fundamental principles of organization design and what alternative design choices are available for managers. Finally, we will apply these concepts and ideas to organizational situations to develop the critical insights and decision making skills to build effective organizations. Learners: • Will understand how managers create value through their organizations • Will have a good understanding of the fundamental principles and factors important to organizational design • Will be able to design the coordination, control, and performance measurement systems to manage an organization. This course is part of the iMBA offered by the University of Illinois, a flexible, fully-accredited online MBA at an incredibly competitive price. For more information, please see the Resource page in this course and onlinemba.illinois.edu.

De la lección

Module 4: Elements of Organization Design – Integration

How is organizational integration achieved with the use of coordination and control tools? Coordination and control are the essential parts of organization design, and we need to describe how these tools are used to design the organization.

Course Recap2:59

Conoce a los instructores

Huseyin Leblebici
Professor of Business Administration
University of Illinois, Urbana-Champaign College of Business Department of Business Administration
Michael Bednar
Associate Professor
Business Administration

This concludes our fourth module of this course.

Let's take a moment and review what you've learned throughout the course.

Our overall objective in this course was to better

understand the process of value creation.

In our first module we asked,

what is the role of management in organizations?

We talked about how managers need to identify resources and

then decide how those resources will be allocated and utilized.

Managers are ultimately responsible for the success of

their organizations and must look out for the interests of various stakeholders.

In later modules, we discussed different contingencies which are

factors that managers don't necessarily have a lot of control over,

but which they must take into account when designing the organization.

We identified both external and internal contingencies.

External contingencies are related to the forces outside of the organization.

For example, we talked about the different types of

business models that can operate within an industry.

We discussed industry life cycles,

including how industries grow and change over time.

We also identify different types of industry change trajectories.

In addition to these external contingencies,

we also discussed internal contingencies.

For example, one important internal contingency is

the operational technology within an organization,

or in other words how we turn inputs into outputs.

We talked about different sequences of production,

and how those sequences create different types of

interdependencies that require unique types of coordination.

Another key internal contingency is the strategy of the organization,

and we talked about different strategies that might be

appropriate for organizations to pursue.

Understanding these external and internal contingencies can

help us to better make design decisions.

In module three, we talked about differentiation.

We discussed how managers can allocate tasks,

resources, and authority when creating organizational structure.

We learned some of the basic building blocks of organizational structure and design.

For example, we talked about functional structures,

divisional structures, matrix structures, and hybrid designs.

Finally, we learned about integration,

or in other words how to institute coordination and

control within our organizational design.

We discussed the difficult balance between designing an organization that is efficient,

but then also allows for appropriate flexibility.

We learned some ways to assess whether our design is actually working.

So, this course has been about creating a design that aligns with our strategy and that

accounts for critical external and internal contingencies facing the organization.

Once we have a design in place,

now we need to execute our plans in order to create value.

Executing once our design is in place will be the topic for the next course.

Thanks for participating in this course,

and I hope you'll join us for the next course called

Managing the Organization from Organizational Design to Execution.

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