intro to org Flashcards
what is organisational design
Org design is the process managers go through to create meaningful structures, decisions and information networks. According to Mohram & Cummings (1989)
forces leading to changes in org design
Global competition & change require rapid responses, Technological advancements, Pressure to cut back on staff costs
4 aspects of classical theories
Specialism
Hierarchy
Formalisation
Impersonality
What is specialism
Jobs narrowly defined, in the bureaucracy each office has a clearly defined sphere of influence or set of tasks.
What is Hierarchy
Vertical Systems of Management, clear chain of command from the top to the bottom of the organisation. Lower levels are under the control & supervision of higher offices.
What is formalisation
Tightly prescribed Systems of Rules; how many rules and systems exits.
What is impersonality
Detached interpersonal relationships reliant on formal rules and procedure.
Critique of Weber
Unreal account of how people react, A narrow and restricted experience, Restricts psychological growth. some element of bureaucracy exists in most org’s eg always some hierarchy.
(Fayol) Scalar chain
is the formal line of authority which moves from highest to lowest rank in a straight line. This chain specifies the route through which the information is to be communicated to the desired location/person.
What is the Gang Plank
Two executives of the organization of different department at the same level can communicate directly in case of emergency, so that speedy decisions and actions could be taken
What is the operating core
These are the people that do the basic work of producing the products or delivering the services. In the simplest organizations, the operators are largely self-sufficient, coordinating through mutual adjustment.
What is the apex
The apex is charged with ensuring that the organization executes its mission. They are responsible to the owners, government agencies, unions, communities, etc.
what did child suggest about size
. As organisations increase in size they tend towards more formalised, centralised and specialised structures (increased bureaucracy)
What did Birkinshaw suggest about size
would warn large companies try and minimise the disadvantages of bureaucracy
What is Environmental Dynanism
the degree of change needed
What are the three core dimensions of formal org. structure
complexity, formalisation and centralisation
What is the organic typology
flexible roles, emphasis on technology & innovation, decentralisation, low functional specialisation.
What is the mechanistic typology
rigid structure - stable conditions, strict rules & procedures, high functional specialisation, formal authority, unchanging technology, centralised. Companies operating in a stable environment would benefit from maintaining a mechanistic organizational structure, where policies are made that stay the same for a long period of time,
Lawrence and Lorsch 1967- Uncertain environments require organisations to
– Increase differentiation of the various parts of the organisation
– Increase integration of the various units to ensure co-ordination
What is differentiation
refers to the process of a firm breaking itself up into subunits, each of which concentrates on a particular part of the firm’s environment. Allows staff to respond more effectively to their specific sub-environment. On the other hand however the more differentiated the more different goals may diverge.
What is integration
L& L use this term to refer to the need to coordinate the differentiated subsystems in order to accomplish the overall org. task. IE coordination. In example of the university. Need to ensure co-ordination of the various schools/ functions so as to give high quality research, teaching & income generation.
Task variety is
large no of unexpected events
Task analysability
Degree that unexpected problems can be solved
