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ORGANIZATION DESIGN PARAMETERS - Coggle Diagram
ORGANIZATION DESIGN PARAMETERS
Specification, Formulation, Preparation and Indoctrination
Preparation and Indoctrination
This third aspect of the design corresponds to the specifications of the requirements to occupy a certain position.
Organizations specify Knowledge and Skills.
Establish Recruitment and Selection Procedures.
Set own Programs to Teach.
Reinforce Behaviors.
They teach Skills and Knowledge related to the position.
Indoctrination is when the standards of the organization are acquired.
Preparation
When a highly streamlined body of knowledge and skill set emerges, the organization divides them into simple, easy-to-learn positions, using formalization and behavior to achieve coordination.
Artisan work: It must be learned in practice.
Professional Work: Complex and non-rationalized work.
Preparation is a fundamental design parameter in all work, which we qualify as professional.
Indoctrination
It is the label that is hatched to identify the design parameter by which the organization, for its own benefit, formally socializes its members in accordance with their organizational culture.
Indoctrination,
The Nucleus of Operations,
The Technostructure,
Support Staff.
Preparation versus (front), Formalization
The Unqualified: It will be when a non-rationalized work is carried out.
Professional: It corresponds to a complex job that cannot be easily specialized.
Preparation and Indoctrination are used to determine or normalize organizational behavior.
We have defined Bureaucracy as the degree to which the behavior of the organization is normalized and we also know that training and indoctrination are used to normalize organizational behavior.
A Bureaucracy based not on the normalization of work processes, but on skills.
Superstructure Design
Grouping of Units
Homogeneous positions should be grouped together, thus strengthening the hierarchy system in the company.
Grouping favors coordination, because when grouping they focus more on internal coordination, but coordination between groups is impaired, because the vision of global objectives is forgotten.
Direct Supervision facilitates mutual adaptation in the work group (because they work in a small group and together, there is more communication). I also favor the formalization of results.
Basic Forms of Grouping:
Functional Grouping: Produce your goods and services for the company.
Grouping according to Market: According to the end of the Operation.
The Technostructure
It is made up of the analysts who serve the organization by operating on the work of the other members of the organization.
The Control Analysts are those who dedicate their efforts to the design and operation of the structure.
The Work Study Analysts,
The Industrial Engineers,
The Planning and Control Analysts.
Personnel Analysts
They include trainers and those responsible for providing training that standardize skills.
Support Staff
(Technostructure and Support Staff)
They are specialized units whose role is to provide assistance to the organization outside of the current operations workflow.
At Higher Level: Public Relations, Legal Advice.
At Middle Level: R&D
At Higher Level: Those that exist in the lowest Level.
Mutual Adaptation: Simpler, few people ,. Also for very complicated, extremely difficult cases.
Direct Supervision: As the organization is more complex, more subordinate.
Design of Links and the Decision System
They are mechanisms so that you know of adequate coordination between departments. They range from those of a more informal nature (liaison positions: Individual, which usually coordinate the work of two units but informally).
There are other devices called integrator manager, a formal position that coordinates the activities of several units, making decisions, but without directing the people who make up the different units.
Matrix Structures can be:
Fixed: Companies with 3 products and 3 functions, Production, Marketing and other.
Variable: Projects vary, when the project changes, the people who make it up change.
System design
Decision-maker Decentralizing means delegating decision-making to other members of the company. Be it middle line or even lower.
Causes of Decentralization
Cognitive limitations that exist: the person at the top may not have all the necessary information to decide on a topic, or may not be late; or does not have enough ability to solve.
Reasons for Flexibility and Speed
If a single person decides everything, decision-making is slow, and the company takes time to react. The dynamic operation of the company is hindered.
Motivation of Workers
It tends to work better if you have a certain degree of autonomy and responsibility.
People with a certain degree of qualification tend to be more willing to take on responsibilities.
Decentralization processes:
A Specific Problem Arises.
You have to gather information to see how the problem can be solved, I have several alternatives.
Later, if I do not have the knowledge to assess the alternatives, I will go to someone to advise me on the matter.
After this we would think to choose the solution route.
Vertical decentralization
Selective Vertical Decentralization
Parallel Vertical Decentralization
Horizontal decentralization
Mechanical and Organic Models
Different organizational functioning according to the perspective of the environment.
Dynamic Environment: Organic Structures (Electronic Companies).
Static Environment: Mechanical Structures (Textile Company).
Mechanic system
Machine that Produces and Consumes something.
Organic System
It is a more informal than formal process.
Limits to divine work and enhancement of common goals.
Emphasis on networks rather than hierarchies.
Communications model aimed at consultation and not at command. Lateral communications model.