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Organizational structure and design - Coggle Diagram
Organizational structure and design
Models for Assessing Organizational Effectiveness
The Goal Approach
View management as a rational, orderly process
Gross (1976) suggested
seven different groups of goals
satisfying interests
investing in the organization
efficient use of inputs
acquiring resources
producing output
observing codes
behaving rationally
The Systems-Resource Approach
An organization attain valued resources from its environment to sustain
Yuchtman and Seashore
(1967)
market penetration
youthfulness of organizational members
production
maintenance
costs.
business volume
Participant-Satisfaction Models
Asking participants about their satisfaction
Participants include
employees
regulators
customers
external controllers
suppliers
allies
Human Resource and Internal Process Models
Likert (1967)
communication
organizational
effectiveness
control processes
open and employee-centered leadership
The Government Performance Project (GPP)
The GPP evaluates
fi ve management system areas:
Capital Management
Information Technology Management
Human Resources Management
Managing for Results
Financial Management
Dimensions and Measures of Organizational Effectiveness
Overall effectiveness
Productivity
Efficiency
Profi
Quality
Accidents
Growth
Absenteeism
Turnover
Job satisfaction
Motivation
Morale
Control
Confl ict/cohesion
Flexibility and adaptation
Planning and goal setting
Goal consensus
Internalization of organizational goals
Role and norm congruence
Managerial interpersonal skills
Managerial task skills
Information management and communication
Readiness
Utilization of environment
Evaluations by external entities
Stability
Value of human resources
Participation and shared infl uence
Training and development emphasis
Achievement emphasis
The Competing Values Approach
Quinn and Rohrbaugh (1983)
concerned with control
as opposed to fl exibility
relative concentration on
means or ends
ranges from an internal emphasis to an external focus
The Balanced Scorecard Approach
Kaplan and Norton (1996, 2000)
The customer perspective
The internal perspective
The fi nancial perspective
The learning and growth perspective
Structural Dimensions and Influences
Dimensions of Structure
Centralization
Formalization
Complexity
horizontal
differentiation
Vertical differentiation
Red Tape
Influences on Structure
Size
Environment
Technology and Tasks
Tehrani, Montanari,
and Carson (1990)
interdependence required by the routineness of the work
Thompson (1967)
interdependence among
workers and units the work requires
pooled interdependence
Perrow (1973)
frequency
degree
Organizational technologies can rank high or low on either of these two main dimensions:
craft technology
engineering technology
Routine technology
Information Technology
Strategic Choice
Organizational Design
Design Strategies
hierarchy of authority
spans of control
plans and goals
Mintzberg ’s Synthesis
Design Parameters
Positions
behavior formalization
training and indoctrination
job specialization
Lateral linkages
performance-control systems
action-planning systems
liaison devices
Superstructures
unit grouping
function
output
knowledge and skill
clients
place
Design of Decision-Making Systems Through Decentralization
Horizontal decentralization
Vertical decentralization
Types of Organizational Structures
Machine bureaucracies
Professional bureaucracies
Divisionalized
Adhocracy
Simple
Major Design Alternatives
Matrix Designs
Market and Customer-Focused Designs
Product and Hybrid Structures
Geographical Designs
Functional Structures
Process Structures
Organizational Structures in Public Organizations
Buchanan (1975)
red-tape concept
rule inception red tape
rule-evolved red tape
Information Technology and Public Organizations
Developing e-government
best practices
technology transfer
benchmarking
Social Media and Public Management
Mergel and Bretschneider (2012)
constructive chaos
institutionalization
intrapreneurship and experimentation