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    Sba-Reaction Paper (Week 7)

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    Mary Joy Sameon
    1) The document discusses the relationship between organizational structure and strategy, viewing them as mutually interdependent with structure facilitating the implementation of strategy. 2) It explores different views on how structure can influence culture and performance, with one perspective arguing structure can hinder cultural change if not aligned to new strategies. 3) The relationship between structure and strategy is examined, with strategy first determining goals and objectives that then informs the design of an administrative structure to best achieve the strategic goals.

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    Sba-Reaction Paper (Week 7)

    Uploaded by

    Mary Joy Sameon
    29 views2 pages
    1) The document discusses the relationship between organizational structure and strategy, viewing them as mutually interdependent with structure facilitating the implementation of strategy. 2) It explores different views on how structure can influence culture and performance, with one perspective arguing structure can hinder cultural change if not aligned to new strategies. 3) The relationship between structure and strategy is examined, with strategy first determining goals and objectives that then informs the design of an administrative structure to best achieve the strategic goals.

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    strategic

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    Sba-reaction Paper (Week 7)

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    1) The document discusses the relationship between organizational structure and strategy, viewing them as mutually interdependent with structure facilitating the implementation of strategy. 2) It explores different views on how structure can influence culture and performance, with one perspective arguing structure can hinder cultural change if not aligned to new strategies. 3) The relationship between structure and strategy is examined, with strategy first determining goals and objectives that then informs the design of an administrative structure to best achieve the strategic goals.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    29 views2 pages

    Sba-Reaction Paper (Week 7)

    Uploaded by

    Mary Joy Sameon
    1) The document discusses the relationship between organizational structure and strategy, viewing them as mutually interdependent with structure facilitating the implementation of strategy. 2) It explores different views on how structure can influence culture and performance, with one perspective arguing structure can hinder cultural change if not aligned to new strategies. 3) The relationship between structure and strategy is examined, with strategy first determining goals and objectives that then informs the design of an administrative structure to best achieve the strategic goals.

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    © All Rights Reserved
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    Download as docx, pdf, or txt
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    REACTION PAPER: Organization Structure and Strategy

    Buchanan and Huczynski (2004) view strategy and Structure as "mutually


    interdependent", and structure as a vehicle for implementing strategy. The structure is important
    as a means of getting people to work towards common goals thus acting as a facilitator in pursuit
    of organizational goals. Looking simple but the organization will have to make sure that
    employees identify with organizational thoughts and willingly forgo personal interests. Thus,
    putting greater burden while designing a structure that accommodates employees and harnesses
    an environment where the staff takes organizational goals as their own and share belief of being
    valued through their work, hence good structure should provide the right blend of command and
    control plus employee independence without the feeling of resentment that hinders organization
    pursuit of its mission.

    Superior structure promotes cultural values; cultivates integration and coordination as it


    seeks to strengthen the relationship of individuals and tasks. Jones (2007) notes that from this
    relationship emerge norms and rules contributing to improved communications and common
    language that improves team performance. Contrary to Jones, Turner (2006) points to structure
    as the primary reason why organizations struggle with cultural change as this structure often
    boxes people in old-styled formations which are not aligned to new business philosophies.
    Organizational environment influences strategy and structure. Strategy-structure relation owes a
    great deal to Alfred Chandler. He called the strategy a determination of long-term goals and
    objectives and called it a means to administer structure. Changing an organization's strategy
    leads to administrative problems which require refashioned structure for successful
    implementation of a new strategy. Thus, if the ideas of Needle and Chandler are linked, a 3-item
    relationship is established whereby at the top its 'Environment' in which business operates, which
    affects 'Strategy formulation', followed by 'Structure' dealing with the allocation of resources,
    responsibilities, and authority. Mintzberg identified 5 parts of the organization, one of them is
    Strategic Apex, For Mintzberg strategy is the interpretation of the environment and managers
    develop strategies to deal with the environment but Mintzberg contrary to chandler's views
    points that Manager's at the strategic apex. CEO/Top Management considers both External and
    Internal Environments for formulating strategies (Strategic Management) whereby the first
    official Mission is identified followed by Operational Goals and Strategies. The next step is to
    design the structure. It is important to note that daft refers to the relationship between Structure
    and Strategy as Two-Way, where Strategy affects Structure.

    The relationship between organizational structure and strategy becomes clearer when the
    company's strategy is in place. With a clear focus on what it wants to achieve, the organization
    will proceed to align its structure in such a manner to best achieve this. It will allocate
    responsibilities for optimal results, create branches, and decide whether individual efforts or
    group participation is the best method for it to achieve its goals. The organizational structure and
    strategy will also help the company decide if the tone of the company should be strictly formal,
    semi-formal, or informal. All of these decisions can be made after determining the organizational
    strategy of the company.

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