Structural frame

Question 1

weber’s 6 characterisitcs of the structural frame

Answer 1

• division of labor
• hierarchy of offices
• rules-based for governing
• seperation of person and office
• technical qualifications guide selecting personnel
• employment is primary occupation

Question 2

structural imperatives

Answer 2

characterisitcs of an organization which dictate the optimal structure. structure of an organization depends on these different characteristics.
- size and age -> increased by complexity and formality
- core process
- environment -> stable of uncertain?
- strategy and goals
- information technology -> more decentralized
- nature of the workforce -> more professional, want more autonomy

Question 3

structural dilemmas

Answer 3

finding a system that fits all characteristics of a company in the right way is really hard. companies have to make choices in their structure and chose which structural imperatives are more important.
- differentiation vs integration = tension between dividing work and coordinating it.
- gap vs overlap = tasks being unattended vs unnecessarily duplicated.
- underuse vs overload = too little vs too much work.
- lack of clarity vs lack of creativity = tasks may be interpreted too independently instead of woriking towards same goal. when tasks are too clear, no room for creativity.
- excessive autonomy vs excessive interdependence = when work is done too independently workers feel isolated. when work is too dependent a lot of time goes to coordination.
- too lose vs too tight = too loose structure, people go their own way without knowing what others do. too rigid employees resist the system.
- goal-less vs goal-bound = employees don’t know the purpose or goals are outdated.
- irresponsible vs unresponsive = performance suffer from not taking responsibility, bt also from too strictly adhering policy.

Question 4

vertical coordination

Answer 4

refers to the process of coordinating and controlling the work of subordinates through: authority, rules and policies, planning and control systems.

Question 5

horizontal coordination

Answer 5

fills the gaps left by vertical coordination. is more flexible/less formal, allowing for relatively simple orgamizations -> meetings, special units, coordinating functions, matrix structure (report to two people), networks

Question 6

the Mintzberg model

Answer 6

rough map to help managers understand organizational structure:
- operating core = workers that provide products or services to customers.
- administrative component = managers that supervise, coordinate, control and provide resources for the operators.
- technostructure = specialists that standerdize, measure and inspects outputs and procedures.
- support staff = performs tasks that supports and facilitates the work of others in the organization.
- strategic apex = track developments in the environment, determine strategy and shape the grand design.

Question 7

coordination as a core principles of the mintzberg model

Answer 7

• mutual adjustment
• direct supervision
• standerdization of skills
• standerdization of work processes
• standerdization of norms
• standerdization of outputs

Question 8

5 configurations of organizations

Answer 8

• simple structure -> operating core + strategic apex
• machine bureaucracy –> standardization of work, mostly technostructure and strategic apex.
• professional bureaucracy -> organization that employ a lot of highly educated professionals to perform core task.
• divisionalized form -> work is done in semi-independent units, like specialized departments. each unit operates independently but benefits from shared resources and stability across the organization.
• adhocracy -> focus is more on the goal of the project, operating core it outsourced.

Question 9

Helgesen’s web of inclusion

Answer 9

structure extends from a central point, with each connection reinforcing the organization, but weaknesses in any part can affet the whole.

Question 10

pressures that can lead to the conclusion of restructering

Answer 10

• the environment shift
• technology changes
• organizations grow
• leadership changes

Question 11

firms that fall into trouble during restructuring fall into one of these configurations…

Answer 11

• the impulsive firm = fast growing, structure and control have become too primitive.
• the stagnant bureaucracy = top management too committed to old ways.
• the headless giant = weak strategic apex, little strategy

Question 12

self-managing teams

Answer 12

group of interdependent individuals that can self-regulate their behavior on whole tasks:
- interdependence of tasks
- self-management for tasks
- mainly functional for complex output and professional members
- shared goal, trust, individual skills and enabling culture are keys to success

Question 13

fundamental structures for groups of 5 people

Answer 13

1. one-boss arrangement
2. dual authority
3. simple hierarchy
4. circle network
5. all-channel or star network