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Week12 Organizational Structure - Coggle Diagram

- - - - 1.Rules and regulations: to guide behaviour
      - 2.Impersonality: to protect against favouritism
      - 4.Hierarchy: reflecting power to make decisions.
      - 3.Division of labour: jobs are easy to learn
        
        Job and Work Design
        
        Scientific management
        Problems created by the division of labor approach:
        
        Physical withdrawal—absenteeism
        
        Psychological withdrawal—low job satisfaction
        
        Physical resistance—work slowdowns, horseplay
        The curse of the classical job design model:
        Simplified Work--Perceptions of sameness(Monotony)--Feelings of Boredom and dissatisfaction--Dysfunctional Behavior
        
        The Job Characteristics Model
      - 5.Authority: structure which ties system together
        
        Three types of authority:
        
        Traditional: Rests on established belief in the sanctity of immemorial traditions and the legitimacy of those exercising authority under them
        
        Rational-legal: Rests on a belief in the legality of patterns of normative rules and the right of those elevated to authority under such rules to issue commands
        
        Charismatic: Rests on devotion to the specific and exceptional sanctity, heroism, or exemplary character of a person
        
        Chester Barnard
        
        Acceptance Theory of Authority:
        Claimed that real authority must come from the bottom up
        
        Zone of Indifference:
        Range within each individual in which he or she would willingly accept orders without consciously questioning their authority
        
        Three Goals of An Organization:
        Examine external environment and adapt to it
        Maintain an equilibrium of complex character in a fluctuating environment
        Examining and understanding the functions of executives at all levels
        
        Authority Versus Power
      - 6.Rationality: managers should use most efficient methods to achieve objectives
- - - - Reinventing The Corporation
        
        Mechanistic /Classical Models
        
        Centralization
        
        Highfomalization
        
        Narrow spans of control
        
        Clear chain of command
        
        Rigid Departmentalization
        
        Hign specialization
        
        Organic/Behavioral/Adaptive Models
        
        Cross-functional teams
        
        Cross-hierarchical teams
        
        Free flow of information
        
        Wide spans of control
        
        Decentralization
        
        Low formalization
        
        Different Management Approaches for Different Situations
        (Mechanistic Versus Organic Models)
- - - - Organizational Design
        
        Contingencies (4) –Task interdependence
        
        Organizational Life Cycle
  - - - Characteristics of routineness (standardized or customized) in activities:
        
        Routine technologies are associated with tall, departmentalized structures and formalization in organizations.
        
        Routine technologies lead to centralization when formalization is low.
        
        Non-routine technologies are associated with delegated decision authority.
        
        Impact of Technology
  - - - An organization depicted in its environment consisting of different actors, stakeholders and networks
        
        The Relationship Between Environmental Uncertainty and Organizational Structure
        
        Environmental Uncertainty
        (From Low to High)
        
        **Mechanistic Structure:
        
        Low differentiation
        
        Low integration
        
        Centralized decision making
        
        Standardization
        
        **Organic Structure
        
        Complex structure
        
        High differentiation
        
        High integration
        
        Decentralized decision making
        
        Mutual adjustment
- - - - The number of employees who can be effectively and efficiently supervised by a manager.
        
        Width of span is affected by:
        Skills and abilities of the manager
        Employee characteristics
        Characteristics of the work being done
        Similarity of tasks
        Complexity of tasks
        Physical proximity of subordinates
        Standardization of tasks
        
        A narrow span of control
        
        A wide span of control
      - Tall VS. Flat Structures
      - The Degree of Formalization
- - - - More Centralization
        
        Environment is stable.
        
        Lower-level managers are not as capable or experienced at making decisions as upper-level managers.
        
        Lower-level managers do not want to have a say in decisions.
        
        Decisions are relatively minor.
        
        Organization is facing a crisis or the risk of company failure.
        
        Company is large.
        
        Effective implementation of company strategies depends on managers retaining say over what happens.
  - - - More Decentralization
        
        Environment is complex, uncertain.
        
        Lower-level managers are capable and experienced at making decisions.
        
        Lower-level managers want a voice in decisions.
        
        Decisions are significant.
        
        Corporate culture is open to allowing managers to have a say in what happens.
        
        Company is geographically dispersed.
        
        Effective implementation of company strategies depends on managers having involvement and flexibility to make decisions.
- - - - • What it is: A structure in which the entire organization is made up of work groups or teams.
      - • Advantages: Employees are more involved and empowered. Reduced barriers among functional areas.
      - • Disadvantages: No clear chain of command. Pressure on teams to perform.
  - - - What it is: A structure that assigns specialists from different functional areas to work on projects but who return to their areas when the project is completed. Project is a structure in which employees continuously work on projects. As one project is completed, employees move on to the next project.
      - • Advantages: Fluid and flexible design that can respond to environmental changes. Faster decision making.
      - • Disadvantages: Complexity of assigning people to projects. Task and personality conflicts.
  - - - What it is: A structure that is not defined by or limited to artificial horizontal, vertical, or external boundaries; includes virtual and network types of organizations.
      - • Advantages: Highly flexible and responsive. Draws on talent wherever it’s found..
      - • Disadvantages: Lack of control. Communication difficulties..
- - - - Innform program (Pettigrew et al., 2003)
        mapped changes empirically across countries
        Themes of
        Changing structures
        Decentralising, delayering, project forms
        Changing boundaries
        Downscoping, outsourcing, alliances
        Changing processes
        Communicating, investing in IT, new forms of HRM