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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Page 71
... noted that as we move up the hierarchy , managerial deci- sion making becomes more complex , less amenable to regulation . There- fore , holding interdependence constant , we would expect a greater need for mutual adjustment at the ...
... noted that as we move up the hierarchy , managerial deci- sion making becomes more complex , less amenable to regulation . There- fore , holding interdependence constant , we would expect a greater need for mutual adjustment at the ...
Page 249
... noted in Hypothesis 5 , the larger an organization , the more formalized its behavior . Moreover , in the case of the Divisionalized Form , as noted earlier in this chapter , the performance control system drives the divisions to be ...
... noted in Hypothesis 5 , the larger an organization , the more formalized its behavior . Moreover , in the case of the Divisionalized Form , as noted earlier in this chapter , the performance control system drives the divisions to be ...
Page 278
... noted , however , that the heavy costs incurred in reach- ing a decision are partially recuperated in its execution . Widespread par- ticipation in decision making ensures widespread support for the decisions made . So the execution ...
... noted , however , that the heavy costs incurred in reach- ing a decision are partially recuperated in its execution . Widespread par- ticipation in decision making ensures widespread support for the decisions made . So the execution ...
Contents
Foundations of Organization Design | 1 |
Designing Individual Positions | 2 |
Designing the Superstructure | 3 |
Copyright | |
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Common terms and phrases
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