Beruflich Dokumente
Kultur Dokumente
Allocates people to tasks Allocates resources to tasks Establish authority relationships To help organizations to achieve their goals
Dividing things up
Differentiation Balancing Differentiation & Integration Balancing Centralization & Decentralization Balancing Standardization & Mutual Adjustment Coordinating Formal & Informal Organizations Mechanistic & Organic Structures
Organizations
Simple organization
Differentiation is low Division of labor is low Individuals typically perform all organizational tasks Differentiation is high Division of labor is high Individuals perform separate tasks
Complex organization
Organizational Role
A set of task related behaviors required of a person by his or her position in an organization
Maintenance technician Design engineer
Managers specialize in some roles Hire people to specialize in others People develop their individual abilities
Knowledge related to their organizational role
A subunit composed of a group of people who possess similar skills and knowledge to perform their jobs
Division
A subunit that consists of a collection of functions that are related to a particular good or service
Differentiation
Vertical differentiation
The way an organization designs its hierarchy of authority & reporting relationships The way an organization groups tasks into roles & roles into subunits
Functions & Divisions
Horizontal differentiation
Differentiation
The tendency to view ones role in the organization strictly from the orientations of ones subunit Individuals to see world through a subunit lens
Integration
Process of coordinating
Integration Mechanisms
Hierarchy of authority
Who reports to who
Direct contact
Meet face to face
Liaison role
A specific manager coordinating with managers from other subunits
Task force
Temporary committees coordinate cross functional activities
Integration Mechanisms
Team
Permanent committees coordinate
Integrating role
A new role is established to coordinate the activities of two or more functions or divisions
Integrating department
A new department is created to coordinate the activities of functions or divisions
Finding the level of differentiation that reaps the benefits of functional specialization for the company
While also utilizing the right level of integration that keeps the subdivisions communicating with each other
Managers at the top of the hierarchy retain the authority to make important decisions
Managers at all levels are allowed to make decisions regarding resources and new projects
Formalization
Formalization
Extent to which rules and procedures govern the actions of individuals and groups within the organization Balancing act
Too low
Uncertainty about authority and responsibility
Too high
Limit innovation and creativity
Organizations must find a fit between the formal and informal organizations
Mechanistic Structures
Induce people to behave in predictable ways Decision making is centralized Subordinates are closely supervised Information flows downward in the hierarchy Tasks are clearly defined Integrating mechanisms are simple Work is very standardized
Creating an Effective Structure
Organic Structures
Promote flexibility People initiate change and can adapt quickly to changing conditions Decision making is decentralized Roles are loosely defined Integrating mechanisms are complex Reliance on mutual adjustment Information flows freely
Creating an Effective Structure
Questions