Structure in Fives: Designing Effective OrganizationsEvery organized human activity, from the making of pots to the placing of a man on the moon, gives rise to two fundamental and opposing requirements: the division of labor into various tasks to be performed, and the coordination of these tasks to accomplish the activity. The structure of an organization can be defined simply as the sum total of the ways in which its labor is divided into distinct tasks and then its coordination is achieved among these tasks. The elements of structure should be selected to achieve an internal consistency or harmony, as well as basic consistency with the organization's situation. This leads us to the conclusion that both the design parameters and the situational factors should be clustered to create what we call configurations. The central theme of this book is that a limited number of these configurations explain most of the tendencies that drive effective organizations to structure themselves as they do. In other words, the design of an effective organizationel structure - in fact, even the diagnosis of problems in many ineffective ones - seems to involve the consideration of only a few basic configurations. |
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Contents
Foundations of Organization Design | 1 |
Designing Individual Positions | 25 |
Designing the Superstructure | 45 |
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action planning Administrative Adhocracy analysts automated autonomy basic basis for grouping centralized chain of authority Chapter chief executive clients complex constellations coordinating mechanism corporations cracy decisions design parameters dimension direct supervision discussion diversified Divisionalized Form dynamic effect elaborate environment example fact Figure firms flow formal authority formalization of behavior functional grouping functional structure headquarters hierarchy horizontal decentralization Hypothesis innovation integrated interdependencies job enlargement job specialization knowledge levels liaison devices line managers Machine Bureaucracy manufacturing market-based matrix structure middle line mutual adjustment Operating Adhocracy operating core organic structure organigram organizational outputs performance control system problems production profes Professional Bureaucracy programs Raku regulated rely requires shifting matrix Simple Structure sional situational factors span of control specific stable standardization of skills strategic apex struc support staff technical system technostructure tend tion top managers training and indoctrination ture types typically vertical decentralization workers