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Managing ProductionEngineering Change and Stability$
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Graham M. Winch

Print publication date: 1994

Print ISBN-13: 9780198288411

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780198288411.001.0001

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Organization Design for Metalworking Production

Organization Design for Metalworking Production

Chapter:
(p.69) 6 Organization Design for Metalworking Production
Source:
Managing Production
Author(s):

Graham M. Winch

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780198288411.003.0006

Developing from the analysis of context in Chapter 5, this chapter analyzes the various organization designs found amongst the cases. First, it reviews the overall design of the companies and shows the stability of functional organization. It then presents the evidence for the relative instability of deviations from this form, such as matrix and product orientated organization designs. The argument moves on to suggest that this level of analysis is incomplete, and the discussion reviews the organization designs of manufacturing and engineering separately. Here, a considerable dynamism is found, with major changes in organization design being implemented in most cases within recent years. Matrix organization within the engineering function is the predominant form. Within manufacturing, very different organization designs are reported, with the manufacturing led companies favouring a vertical division of labour between planning and operational functions, while the engineering led companies favour attaching the manufacturing engineering department to the part of the factory that it serves.

Keywords:   organization design, functional organization, matrix organization, engineering, manufacturing

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