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14 Cards in this Set
- Front
- Back
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There is no one best model - the best model for an organisation depends on a number of variables: |
size technology people purpose environment |
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Burns and Stalker - mechanistic |
tightly specified structure formally prescribed roles specified systems and structures rules, regulations and command impersonality hierarchy |
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Burns and Stalker - organic |
loosely defined structures changing roles to meet changing circumstances little sense of formal hierarchy focus on people/ personal relationships informality in status, roles and activities |
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John Child and Aston Group - size and structure |
explains need for standardisation increased size - coordination more difficult - increased bureaucracy necessary - more mechanistic - leads to better economic performance to keep costs low and efficiency high |
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Burns and Stalker - no one best structure but depends on environments: |
mechanistic: stable - change slow and predictable, innovation not crucial large organisations benefit from economies of scale - efficiency, cheaper cost of production organic: the environment uncertain - change rapid continual innovation required flexibility in organisation is essential |
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Joan Woodward: technology and structure |
mass production technology - mechanistic structure - repetitive, regulation to ensure the same every time craft technology and process technology - organic structure - personalised for customer requirements - different every time therefore flexibility required |
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Mintzberg - 'structure in fives' - each structure depends on a dominant part: |
machine bureaucracy - techno-structure; efficiency is paramount professional bureaucracy - operating core; professional autonomy is paramount - experts Adhocracy - individual knowledge/expertise essential - highly skilled, innovation necessary - flexibility/freedom |
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pressures upon structure |
size - bigger you become = increasingly mechanistic, standardisation, bureaucracy technology - (Woodward) highly skilled leads towards organic, group processes joint effort - mass production people - skilled workers increasingly organic purposes - repetitive: mechanistic, innovation and change: organic environment - stable: mechanistic, dynamic: organic |
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Dutton Engineering |
low innovation, high adaptability - not necessary to have rapid change as using same technology BUT had to be adaptable because of batch production; adapting to customer needs |
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Oticon |
from low innovation, low adaptability changed to spaghetti structure - high innovation, high adaptability, in order to keep up with competition Adhocracy - organic, teams |
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Hybrid organisation |
an organisation which doesn't contain just one structure - different type is more appropriate for each specific section of organisation - unlike classical/human relations who see the organisation as a whole |
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problem areas |
if organisation doesn't realise changing environments (mismatch between structure and contingency factors) - like Oticon initially small organisations become big - don't adapt structure |
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classical theorists: bureaucracy |
uniformity through rules/regulations formal structure accountability/control quality control and standardisation through specialisation economies of scale for large organisations - efficiency through specialisation Fayol/Weber |
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Human Relations - features of organisational design |
decentralisation: participation, delegation inter-functional groups: task forces, committees team work, less specialisation lateral communication - networks, project groups Kanter - segmentalist and integrative Peters & Waterman - hands on, autonomy |
