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9 Cards in this Set
- Front
- Back
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Structural assumptions.
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Achieve established goals and objectives
Increase efficiency and performance via specialization and division of labor Appropriate forms of coordination and control Organizations work best when rationality prevails Structure must align with circumstances Problems arise from structural deficiencies |
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What did Max Weber do?
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Bureaucracy:
Fixed division of labor Hierarchy of offices Performance rules Separate personal and official property and rights Personnel selected for technical qualifications Employment as primary occupation |
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Name some facts about structural forms and functions.
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Blueprint for expectations and exchanges among internal and external players
Design options are almost infinite Design needs to fit circumstances |
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Basic structural tensions.
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Differentiation: dividing work, division of labor
Integration: coordinating efforts of different roles and units Criteria for differentiation: function, time, product, customer, place, process Suboptimization: units focus on local concerns, lose sight of big picture |
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What is vertical coordination?
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Authority (the boss makes the decision)
Rules and policies Planning and control systems : Performance control (focus on results) vs. action planning (focus on process) |
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What is lateral coordination?
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Meetings
Task Forces Coordinating Roles Matrix Structures Networks Strengths and Weaknesses of Lateral Strategies |
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Structural imperatives.
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Size and Age
Core Process Environment Strategy and Goals Information Technology People: Nature of Workforce |
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What are the consequences of bad structure?
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Bad structure wastes resources, frustrates individuals, and undermines effectiveness
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What are the benefits of good structure?
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Good structure empowers individuals and units to work together and achieve goals
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