BPL 5100H Lecture 24: Organizational Structure and Ambidexterity

• School: Baruch College
• Department: Business Policy
• Course: BPL 5100H
• Professor: Sandip Basu

Document Summary

Using information to confirm preconceived notions (confirmatory bias) Processing more recent and more extraordinary information (availability/ representativeness biases) Blaming external factors for failure (attribution bias) Forgetting wrong predications after an event (hindsight bias) Being influenced by social dynamics (group think) These can be avoided to an extent through appropriate structures and team compositions. Orga(cid:374)izatio(cid:374)al tru(cid:272)ture: for(cid:373)alize groupi(cid:374)g of fir(cid:373)"s tasks te(cid:272)h(cid:374)ologies a(cid:374)d people. General objective: increased communication btw people within a group, less need for communication outside group. Provides more decisive leadership in times of crisis. Prevents duplication of activity and realizes economies of scale. Many important decisions made by lower people in hierarchy. Increases decision making speed and fle(cid:454)i(cid:271)ilit(cid:455) (cid:894) less (cid:862) (cid:272)ross (cid:272)o(cid:374)ta(cid:373)i(cid:374)atio(cid:374)(cid:863)(cid:895) Reduces info overload of top managers, communication and coordination costs. In other words, choice of greater integration versus greater autonomy: too much of either may hinder both execution of existing strategies and adaption through new strategies. Also called knowledge brokering or cross fertilization.