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MAPIO > Organisational Structure > Flashcards

Organisational Structure Flashcards

1
Q

What is structure?

A

A means of attaining the objectives and goals of an organisation (Drucker, 1974)

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2
Q

What are Knight’s 1977 objectives of structure?

A
  • Performance/resource utilisation
  • Monitoring activities
  • Accountability
  • Co-ordination
  • Flexibility
  • Satisfaction
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3
Q

Who came up with the objectives of structure?

A

Knight, 1977

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4
Q

What are the most important objectives of structure for the case of Dr. Barfuss?

A
  • Co-ordination: of the different areas

- Social satisfaction of staff

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5
Q

What are some determinate of structure?

A
  • Size:
  • Background
  • Technology
  • External environment
  • People positions and attitude: Very hierarchical
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6
Q

Who came up with elements of structure, basic & operating mechanisms?

A

Lorsch and Child

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7
Q

What are the basic structural elements that Dr. Barfuss is not fulfilling & who’s structural elements are these?

A

Lorsch and Child’s

  • Allocation of tasks
  • Specifying and definition of jobs
  • Formal relationships
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8
Q

Who came up with the of elements of a centralised structure?

A

Kakabadse

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9
Q

Who came up with the of elements of a decentralised structure?

A

Kakabadse

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10
Q

What are the elements of having a centralised structure?

A
  • Simplicity of co-ordination
  • Control and responsibility with top management
  • Less overlap/repetition
  • Strong leadership?
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11
Q

What are the elements of having a decentralised structure?

A
  • More delegation
  • Shared responsibility
  • Increased motivation
  • Flexibility of response
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12
Q

Who came up with the different structural types?

A

Handy, 1976

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13
Q

What are the elements of the Greek Structural type?

A
  • Has emphasis on procedures/rules
  • Role definition
  • Power in hierachy
  • Unresponsive
  • Bureaucracy
  • Low risk
  • Frustration
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14
Q

What are some elements of a tall structure?

A
  • Narrow span of control
  • Hierarchy
  • Tight control/tight supervision
  • Promotion opportunties
  • High cost
  • Poor communications
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15
Q

What are some elements of a flat structure?

A
  • Wider span of control
  • Delegated authority
  • Few supervisory costs
  • Job enrichment
  • Empowerment
  • Lost of middle management
  • Few promotion opportunities
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16
Q

What are some examples of a classical approach in action?

A
  • Fordism (assembly-line working)

- McDonaldization

17
Q

Explain Weber’s bureaucratic model

A

There is a focus on specialisation, hierarchy, rules, standardisation, centralisation and impersonality & objectivity

18
Q

What is the Classical approach to structure?

A

Focus on: purpose, structure, hierarchy, technical requirement and common principles

19
Q

What are some limitations of the Classical approach to structure?

A
  • Alienation
  • Dehumanising/deskilling/loss of individualisation
  • Negative effect on mental capabilities, judgement
20
Q

Explain how the company has become more bureaucratic since Dr. Barfuss has taken over.

A

The company was already somewhat bureaucratic and had a strong sense of hierarchy, specialisation, and centralisation but still retained it social facts of informal interaction with staff, but since the arrival of Dr. Barfuss the social aspect has disappeared from Chatroux, this has lead to it being much more impersonal and objective, which in turn has been very detrimental to the staff working under him, and alongside him, as we can see from the letter written by Sacha.

21
Q

Who came up with the mechanistic and organic structural types?

A

Burns and Stalker, 1961

22
Q

Burns and Stalker, 1961 are known for?

A

Coming up with the mechanistic vs. organic structural type

23
Q

What is Burns & Stalkers definition of an mechanistic organisation?

A
  • Loyalty/obedience
  • Vertical interaction
  • Hierarchical control
  • Legitimate authority
24
Q

What is Burns & Stalkers definition of an organic organisation?

A
  • Consultation
  • Lateral interaction
  • Common interest
25
Q

Was Chatroux a mechanistic or organic structure with Legris?

A
  • Leaned more so towards mechanistic, but was still able to retain social factors laterally and vertically interactions which is very important for the psychological contract
26
Q

Is Chatroux a mechanistic or organic structure now, with Barfuss?

A
  • Leans more towards organic, but does not have any type of social interaction
27
Q

What are some consequences of having structural deficiencies?

A
  • Low moral & motivation
  • Delayed decision making
  • Low quality: Chatroux known for high quality
28
Q

A benefit of being centralised could be to have a strong leader, (Kakabadse) is this true for Chatroux?

A
  • M. Giraud
  • Does not have previous experience of the printing industry, but has had experience of power, but not total
  • Relies heavily on senior managers
  • Overall: it is NOT a strong leader, leading this company.

MAPIO (7 decks)

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