Mechanistic and Organic Organizational Structures
The five structural factors just discussed give rise to numerous organizational possibilities. Mechanistic and organic structures are two possibilities at opposite ends of the organizational spectrum. They give shape to the concept of the factors of organizational structure. A mechanistic organization is characterized by the following structural factors:
. Degree of work specialization is high.
. Departmentalization is rigid.
. Managerial hierarchy has many layers.
. Span of control is narrow.
. Decision making is centralized.
. Chain of command is long.
. Organizational structure is very tall.
An organic organization is characterized by the following factors:
. Degree of work specialization is low.
. Departmentalization is loose.
. Managerial hierarchy has few layers.
. Span of control is wide.
. Decision making is decentralized.
. Chain of command is short.
. Organizational structure is flat.
Informal Organizations
A formal organizational structure, represented by an organizational chart or written job descriptions, is not the only structure that exists within an organization. Between different departments and levels of hierarchy, various informal organizations exist within an organizational structure. An informal organization consists of a network of channels of communication based on informal relationships between individuals within a firm. These networks are often based on friendships and social contacts. In addition to providing information and a sense of control over the work environment, they can also be a source of recognition and status. Informal organizations can be examined more closely through social network analysis. This process maps the social relationships between individuals within an organization. Once they are recognized and understood, informal organizations can be utilized within an existing organizational structure in order to increase communication and overall effectiveness and efficiency.
Line and Staff Organizations
The factors related to organizational structures also help describe different positions for individuals within a firm. Two examples of this are line positions and staff positions. Organizational structures often involve the interrelation between these two types of positions.
Line positions are directly related to the production of goods and services. They are common in firms that involve production, manufacturing, or providing financial services.
Staff positions are supportive in nature, helping those in line positions and top management more effectively achieve the firm’s goals and objectives. Staff positions provide, for example, legal, public relations, human resources, and technology support services.
The five structural factors just discussed give rise to numerous organizational possibilities. Mechanistic and organic structures are two possibilities at opposite ends of the organizational spectrum. They give shape to the concept of the factors of organizational structure. A mechanistic organization is characterized by the following structural factors:
. Degree of work specialization is high.
. Departmentalization is rigid.
. Managerial hierarchy has many layers.
. Span of control is narrow.
. Decision making is centralized.
. Chain of command is long.
. Organizational structure is very tall.
An organic organization is characterized by the following factors:
. Degree of work specialization is low.
. Departmentalization is loose.
. Managerial hierarchy has few layers.
. Span of control is wide.
. Decision making is decentralized.
. Chain of command is short.
. Organizational structure is flat.
Informal Organizations
A formal organizational structure, represented by an organizational chart or written job descriptions, is not the only structure that exists within an organization. Between different departments and levels of hierarchy, various informal organizations exist within an organizational structure. An informal organization consists of a network of channels of communication based on informal relationships between individuals within a firm. These networks are often based on friendships and social contacts. In addition to providing information and a sense of control over the work environment, they can also be a source of recognition and status. Informal organizations can be examined more closely through social network analysis. This process maps the social relationships between individuals within an organization. Once they are recognized and understood, informal organizations can be utilized within an existing organizational structure in order to increase communication and overall effectiveness and efficiency.
Line and Staff Organizations
The factors related to organizational structures also help describe different positions for individuals within a firm. Two examples of this are line positions and staff positions. Organizational structures often involve the interrelation between these two types of positions.
Line positions are directly related to the production of goods and services. They are common in firms that involve production, manufacturing, or providing financial services.
Staff positions are supportive in nature, helping those in line positions and top management more effectively achieve the firm’s goals and objectives. Staff positions provide, for example, legal, public relations, human resources, and technology support services.
Posts
No comments:
Post a Comment