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19 Cards in this Set
- Front
- Back
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What is one of the definitions of organizational structure?
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"The way in which the parts of a system or object are arranged or organized"
"The formal pattern in which people and jobs are grouped in an organization... for the efficient realization of long-term organizational goals" |
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Name the six key ingredients of organizational structure.
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Formality
Patterns of relationship between people, groups or functions Coordination, communication and control Purpose Longevity |
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Why study organizational structure?
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- It affects individual and group effectiveness
- It affects morale - It affects the leader |
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In what way does organizational structure affect effectiveness?
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• Organising resources.
• Clarifying job activities. • Decision-making/Information Processes. • Attitudes and Organisational Culture. |
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How does organizational structure affect a leader?
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• Transformational leaders = Social Architects.
• Able to design (or modify) organisations to achieve goals. • Need to recognise source of problem: structure or human - or both? |
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HISTORY. Name some of the fathers to classical management theory.
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Taylor, Ford, the Gilbreths, Fayol, Mooney, Urwick, etc.
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Describe classical management theory
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Management as a ‘rational, mechanical, scientific practice’.
Engineering = mechanical network of parts. Organisation= mechanical network of people. |
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Who is the founder of Taylorism and what is it?
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The founder is Frederick Taylor and it is:
• Time and motion studies (e.g.: shovel size) • 5 principals: • Shift all responsibility for work organisation from worker > manager • Use scientific methods to determine single best method. • Select best (most appropriate) person for each task. • Train worker to do job in prescribed manner. • Monitor worker performance (for right method & result). |
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Who is the founder of Fordism and what is it?
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The founder is Henry Ford and it is:
• Assembly line/Mass production/Standardisation • Welfare Capitalism |
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Name the two central issues in structure?
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1. How to allocate work (differentiation)
2. How to coordinate work (integration) |
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Explain differentiation
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- The focus is individual or group:
Individual: job/role description Group: Functional, time-based, product, customer, geography, combinations |
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What is the goal with integration and what is to be avoided?
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The goal is to get diverse individual or group tasks to mesh together and create a single, valuable product or service.
Sub-optimization should be avoided. |
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Explain vertical integration.
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High levels coordinate and control the work of subordinates through authority, rules and policies, and planning and control systems.
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Explain lateral integration
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Structures that influence how individuals and groups in organizations coordinate their activities with each other
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When is vertical coordination the best option?
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• When it is a stable environment.
• When the tasks are well-understood, predictable. • Uniformity (standardisation) is a priority. |
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When is lateral coordination the best option?
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• Unstable, changeable environment.
• Tasks are complicated and variable. |
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What is structural imperatives? Give examples.
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It is things that are difficult to avoid. They are imposed. They are:
• History and ownership • Size and age • Technology and Core Process • InformationTechnology • Goals and Strategy • Environment - diversity or uniformity, • People • Dependence on other firms • Ideologyand(national)culture? |
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What is structural dilemmas? Give examples.
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They are things that are strategic choices to a certain extent:
• Differentiation vs. integration • Gaps vs. overlaps • Underuse vs. overload • Lack of clarity vs. lack of creativity • Excessive autonomy vs. excessive interdependence • Too loose vs. too tight • Goalless vs. goalbound • Irresponsible vs. unresponsive |
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Name some new metaphors of organizational structure.
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• Adhocracy (Mintzberg)
• Tents (Hedberg) • Loosely-coupled (Weick) • Market-places (Williamson) • Networks (Foy) • Clusters (Mills) |
