The Structural Frame

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The Structural Frame
Team Members David, Roxanne, Angie, Norma,
Robert
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What Is Structure?

• Is it the boards that make up the building?
• Is it the screws and nails that hold the boards
  together?
• Is it the roof put above the framework or the
  foundation supporting the frame?
• Is structure the skeleton within your body? Or is
  it the muscle structures that move the bones of
  your skeleton?
• Could a structure be the blood vessels (veins and
  arteries) within the human body that transport
  the inputs and outputs that are vital to maintain
  one individual working body?

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Purpose

• According to Reframing Organizations by Lee G.
  Bolman and Terrence E. Deal, structure is defined
  as like an animal skeleton or a buildings
  framework.
• Structural form both enhances and constrains
  what an organization
• can accomplish.

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What Does This Mean?

• A building has walls, a foundation, and many
  internal structures that keep it from falling
  apart. Without these structures, the building
  would crumble and fall.
• This is comparable to a business rules and
  procedures, because without them the building
  (business) could not stand (operate) efficiently
  and would fall from within.

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Why Is It Important?

• Here is an example of a building that did not
  have a sturdy structure to withhold the entirety
  within.

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Why Is It Important?
continued

• Whether its a building or a company within the
  building, structure is a blueprint for the
  overall success of the structure frame.

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Why Is It Important?
continued

• It allows for clear understood goals
• It helps assign individual roles
• Combats the risk of confusion and ineffective
  structure

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How Does This Help Maintain a Business?
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A Structure That Works

• Design it so the end is in mind
• Consider the nature of the environment around you
• The talents of your workforce
• The available resources such as time, budget, etc.

10
A Structure That Works
continued
When all is put together effectively, the design
of the structure will come together to form a
solid force.
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Organizational Structures

• Organizations divide work by creating a variety
  of specialized roles, functions, and units.
• For example, the human body

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Organizational Structures

• Skeletal Structure Provides a strong and
  supportive framework
• Muscles Allow for flexibility and movement, but
  are still in the constraints of the skeleton
• Arteries and Veins Resources for input and
  output of the structure
• Skin Protective barrier surrounding the overall
  unit(in contact with surrounding)

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The Skeletal Structure
The skeleton is comparable to the stability of a
company as it is essential for the successful
stability of the human body.
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The Skeletal Structure

• Within one bone of the overall skeletal
  structure, is an internal structure called bone
  marrow. Bone marrow is responsible for producing
  the oxygen carrying Red Blood Cells.
• An admirable well structured company is a company
  that is capable of producing its own workers
  through its known success rate of their
  structure.

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Muscle Structure

• Muscle allows change within the bodies shape much
  like the imminent change of all successful
  companies
• The Muscle group keeps the bones within their
  boundaries while also holding them together
  allowing flexibility for movement.
• In a business setting that follows a structured
  frame, a manager is like an individual muscle
  that allows the movement of a particular part of
  the body (company).

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Flexible Structure Equals Success
The Honda Building in Japan was built to have
flexibility within its structure allowing it to
remain standing during the worst of Earthquakes.
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The Brain Represents The CEO of a Business

• The brain controls the anatomy of the human body
  by sending out commands to the muscles (managers
  of a company)
• Like a CEO of a company, the brain regulates the
  movements (changes) of the human body.
• The brain allows for change and flexibility
  within the body just as a CEO regulates the
  associates roles underneath him within the
  company.

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EVEN YOUR DREAMS NEED STRUCTURE!!
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Anything Is Possible
With the right structure anything is possible.
Nothing is beyond our limits if the structure is
sound
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Characteristics

• Rules
• Roles
• Goals
• Policies
• Technology
• Environment

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Rules

• To retain some degree of standard operational
  procedures, an organization relies on written
  policies and procedures.

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Roles

• Clearly defined rules means clearly defined
  responsibilities.

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Goals

• Goal setting is a tool to measure progress and
  help define future direction.

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Policies

• Policies and procedures allow management to guide
  operations without constant intervention.

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Technology

• Information is the most critical resource in the
  post-industrial age.

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Environment

• Create a work environment where people enjoy what
  they do.
• HOLD managers accountable
• KEEP people informed
• SEEK employees input
• REVIEW benefit plans

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Advantage

• Clear understanding of the seniority/power
  structure of an organization

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Advantage

• Mapping of the informational and decision-making
  chain of command

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Advantage
Easier control over the resources
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Advantage
Clearly defining reporting lines
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Advantage
Reduce Redundancies
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Advantage
Gives focus and direction to an organization  
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Disadvantage

• Tendency toward decision-making bottlenecks

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Disadvantage
Lack of personal investment by staff (due to very
structured and limited authority and
self-direction)
35
Disadvantage
A predisposition toward bureaucracy
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Contributors

• Frederick Winslow Taylor
• Henri Fayol
• Frank and Lillian Gilbreth
• Charles Bedaux
• Lyndall Urwick
• Henry Mintzberg

37
FREDERICK WINSLOW TAYLOR

• MARCH 20, 1856 MARCH 21, 1915

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Contributions

• Father of Scientific Management.
• Published Principles of Scientific Management in
  1911
• Mass production in factories
• Soldiering

39
HENRI FAYOL

• JULY 29, 1841 NOVEMBER 19, 1925

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Contributions

• Industrial and General Administration
• 14 Principles of Management
• 5 Functions of Managers
• 6 Industrial Activities

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FRANK AND LILLIAN GILBRETH

• July 7, 1868 - June 14, 1924 / May 24, 1878
  January 2, 1972

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Contributions

• Motion Picture Analysis
• Increased Productivity With Fewer Movements
• Cheaper By The Dozen

43
CHARLES BEDAUX

• OCTOBER 26, 1886 FEBRUARY 18, 1944

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Contributions

• Formed 1st Global Consulting Firm
• Self-made Millionaire
• Speedy Production
• The Bedaux Method

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LYNDALL URWICK

• MARCH 3, 1891 DECEMBER 5, 1983

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Contributions

• Author of Wide Array of Management Material
• Accounting Management

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HENRY MINTZBERG

• SEPTEMBER 2, 1939 - PRESENT

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Contributions

• Organizational Configurations
• Organigram

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United Parcel Service (UPS)
Jim Caseys Model Ts Bicycles American
Messenger Company
1924- UPS Debuted the 1st Conveyor Belt System
to Handle Packages
50
United Parcel Service (UPS)

• Detailed Instructions When Where Packages Are
  To Be Delivered
• Drivers Follow Computer-Generated Routes
• Pick-ups Are Automatically Inserted Into The
  Nearest Drivers Route Plan
• Customer Gets Friendly Greeting
• Truck Key on The Ring Finger of The Left Hand
• Technology Makes Job Easier
• Drivers Are More Productive
• Formal Structure Enhances Morale
• Structure Emphasizes Flexibility, Participation,
  and Quality
• Every Step From Pickup to Delivery Highly Routine

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Telekom Malaysia BerhadTelecommunication Services

• Attention to Customer Service Cascading
• Quarterly Manpower Cost Savings
• Set Clear Objectives by Long-Term Goals To The
  Employees
• Uses KPIs To Drive Performance
• Operational Procedures are Systematic
• Key Performance Indicators Explain Roles,
  Functions, and Responsibilities of Employees Are
  Clearly Defined
• Employee Yearly Performance Benchmarked Against
  KPIs
• Reshuffled Management

52
McDonalds

• Limited Discretion How To Do Jobs
• Work Controlled By Technology
• Machines Time French Fries and Measure Soft
  Drinks
• Global Restaurant Operations Improvement
  Process
• Creative Ideas From Standard Product Lines
  Are
• Neither Encouraged Nor Tolerated By
  Employees
• Inspectors Check Service, Food, and Ambience
• Museum of 1st McDonalds
• In California

53
Hamburger University

• Started in 1961 in Illinois
• 15 Members Graduated in the First Class
• Today More Than 5,000 Students Attend Each Year
• Since 1961 More than 80,000 Managers,
  Mid-Managers,
• And Owner/Operators have Graduated From This
  Facility
• First School of Its Kind to Give College Credits
  / Approved By
• The American Council on Education

Ray Kroc said, If we are going to go anywhere,
weve got to have talent. Hamburger University
continues to promote that idea, everyday.
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McDonalds

• Worldwide Corporate Relations Council
• Corporate Social Responsibility Department
• Quality Systems Board
• Sustainable Supply Steering Committee
• Global Environmental Council

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Starbucks Coffee
The Best Coffee Beans
The Best Service
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Starbucks Coffee

• Need to Exceed What the Customer Expects
• Focuses on Three Elements Coffee, People,
  Stores
• Each Employee is Trained in Coffee
  Knowledge and
• Customer Service
• Details Must Be Observed Maintained /
  Company Wants
• A Perfect Process
• Company Gives Direction and Motivates
  Employees
• Encourages Employees to Achieve
  Predetermined
• Performance Targets

57
Starbucks Coffee
continued

• Five Principles That Must Be Met By Each
  Employee
• Be Welcoming
• Be Genuine
• Be Considerate
• Be Knowledgeable
• Be Involved
• Employees Must Be Willing to Be Open
  Listen
• To Criticism Input From Their Customers
• Company Believes This Improves
  Performance

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E S T J's
E Extroversion S Sensing T Thinking
J Judging
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Blueprint for pattern of expectations and
procedures
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According to Bolman and Deal, the Structural
frame has these assumptions

• Organizations exist primarily to establish goals
• For any organization a structural form can be
  designed and implemented to fits particular set
  of circumstances
• Organizations work most effectively when
  environmental turbulence and personal preferences
  are constrained by norms of rationality
• Organizational problems originate from
  inappropriate structures or inadequate systems
  and can be resolved through restructing or
  developing new systems

61

• Blueprints for pattern of expectations and
  procedures
• Structural Leaders
• Do Homework
• Rethink the relationship of strategy, structure,
  and environment
• Focus on implementation, experiment, evaluate,
  adapt

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What is creativity without structure?
Chaos!
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Don't be this guy