Some
structural options
There are several structural
options and issues to consider at this point. Each
is discussed below and can be accessed by clicking
on the listing or by scrolling down the page. This
listing is not exhaustive; there are too many options
for us to consider them all. This listing represents
some of the most salient structural options and issues
for the implementation of innovation and technical
change:
Adding new
departmental functions
A popular
way to encourage coordination of new technology while
minimally disrupting the rest of the firm, is to create
a new position or a new department and functions for
the new technology.
In manufacturing, many firms simply add a new position or group to handle the programming, and/or a new function/group to be responsible for the project, the installation, and/or the technology in all aspects. In service industries, the new technology may initially be solely the responsibility of the data processing department, or of the new or existing computer support department, or as part of the information systems or MIS department in larger firms.
Although this may initially minimise disruption, the down-side is significant. Other managers may perceive that they have no stake or responsibility for implementation and technology success. Their needs may not be considered and/or met. This strategy may not allow the ultimate full coordination and integration of the new technology into the firm if it is simply added on with no other fundamental structural and cultural changes.
Aligning
existing structures
In some firms, managers implement
the new technology and then take the opportunity to
align organisational and work structures to promote
coordination and integration. For example, firms can
have both sales and manufacturing report directly
to the general manager or plant manager if new technology
necessitates greater coordination and understanding
between the two.
Matrix
structures
Some firms have moved toward a
more matrix structure where maintenance people, for
example, report to both maintenance supervisors and
to the technology committee or project head. In other
cases, employees who are located in a pool or are
assigned to a professional grouping may report to
both their head resource person and to another person
representing the other axis of the matrix. Still other
firms have had the new information technology people
work for both their department heads and the project
heads for whom they do specific project work.
Informal
structures
Quite frequently firms find
that they need to make significant alterations to
informal organisational structures as well. People
need to know about the big picture, how what they
do fits in and how it affects other people, functions,
processes, and customers. Forums are needed in which
people can share experiences, feelings, frustrations,
and learn from experiences. In some cases it is critical
for people to be able to talk to managers and/or technical
experts, to network with others using similar technology,
to get used to working in teams and cooperating with
each other and with management. These informal structural
changes effectively begin to break down barriers between
labour and management, to break down non-functional
and non-critical artificial status distinctions, and
have the positive effect of increasing communication
that results in the increased flow of information
and increases in the establishment of important interpersonal
relationships.
Networking
and inter-organisational cooperation
One of the structural options
to consider in the implementation of new technology,
is inter-organisational cooperation.
There are many good reasons to cooperate with other organisations. If individual firms do not have the capital to invest in expensive new technology, or they can not exploit the full capacity of the technology, they can benefit by (1) pooling their resources, experience, knowledge, skills and abilities and (2) making large-scale material and parts purchases. Go to related information on types of cooperative organisational arrangements in the section on organisational structure.
Standing
committees or task forces
Some firms create standing committees
or task forces made up of representatives from the
relevant concerned and effected functions/departments.
These structural changes attempt to ensure that all
significantly concerned and affected units are represented
during all phases of the innovation and technical
change processes.
Group
technology: The "focused factory"
Another structural change possibility
in manufacturing is the "focused factory"
or grouping of common products together. People and
functions that have similar needs can be more easily
coordinated if grouped and distinguished from others
with different needs. Groupings may be done by separating
automated versus non-automated technology, or by grouping
logical, whole units of production, or by grouping
all people, functions and processes necessary to complete
a certain production process.
This grouping strategy may also be done on the basis of product family groupings, or groupings of standard versus custom products. Parts may be alike in their design characteristics or in the manufacturing processes required to produce them. This has been shown to work well when the product-mix is limited and when production is self supporting and not highly interdependent with other units or functions.
By grouping similar parts into families and reorganising production processes, benefits can be realised in improved design, reduced set-up times and materials handling, and standardised processes and scheduling.
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Holistic Management Pty. Ltd.