COMMUNICATION AND ORGANIZATIONS COMMUNICATION AND ORGANIZATIONS FROM SIMPLE TO MACHINE TO...
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Transcript of COMMUNICATION AND ORGANIZATIONS COMMUNICATION AND ORGANIZATIONS FROM SIMPLE TO MACHINE TO...
COMMUNICATION AND COMMUNICATION AND ORGANIZATIONSORGANIZATIONS
FROM SIMPLE TO MACHINE TO FROM SIMPLE TO MACHINE TO DIVERSIFIED: DEEPER,TALLER AND DIVERSIFIED: DEEPER,TALLER AND
WIDER ORGANIZATIONSWIDER ORGANIZATIONS
LECTURE 6a-bLECTURE 6a-b
SUMMARY: FUNCTIONS AND SUMMARY: FUNCTIONS AND ORGANIZATION SIZE AND AGEORGANIZATION SIZE AND AGE
• IN LARGER, MATURE ORGS. FUNCTIONS ARE SEPARATED AND HIGHLY SPECIALIZED INTO DEPARTMENTS (DIFFERENT PEOPLE GROUPED TOGETHER BY FUNCTION)
• DELEGATION OF AUTHORITY COMES WITH NEW STRUCTURE
THE MACHINE ORGANIZATION THE MACHINE ORGANIZATION AUTHORITY-COMMUNICATION FLOWAUTHORITY-COMMUNICATION FLOW
Vp. SalesVp. Mfg.Vp. Mfg. Vp. Fin.Vp. Fin.
MgrMgr.. MgrMgr..MgrMgr..
SS SS SS - - - - - = FUNCTIONAL D.O.L. - - - - - = FUNCTIONAL D.O.L. SPECIALIZ’ TION FORMAL JOB DESCRIPS.SPECIALIZ’ TION FORMAL JOB DESCRIPS.ADDING LAYERS FORMAL COMMUNIC.ADDING LAYERS FORMAL COMMUNIC.
PRESPRES..
ENVIRONMENTAL OVERVIEW: BOX 2ENVIRONMENTAL OVERVIEW: BOX 2
• SIMPLE, STABLE: LOW PERCEIVED SIMPLE, STABLE: LOW PERCEIVED UNCERTAINTYUNCERTAINTY
• ENVIRONMENT:ENVIRONMENT: • SMALL NUMBER OF COMPONENTSSMALL NUMBER OF COMPONENTS• COMPONENTS SOMEWHAT SIMILARCOMPONENTS SOMEWHAT SIMILAR• REMAIN BASICALLY THE SAMEREMAIN BASICALLY THE SAME• SO, STANDARDIZATION OF WORKSO, STANDARDIZATION OF WORK
• APPROPRIATE STRUCTURE:APPROPRIATE STRUCTURE:• HIGH DIVISION OF LABOR (DOL) - HIGH JOB SPEC.’ZATION HIGH DIVISION OF LABOR (DOL) - HIGH JOB SPEC.’ZATION
(MANY PEOPLE DO DIFF. WORK)(MANY PEOPLE DO DIFF. WORK)• HIGH FORMALIZATION HIGH FORMALIZATION (DEPEND ON WRITTEN RULES)(DEPEND ON WRITTEN RULES)• HIGH CENTRALIZATION (AUTHORITY AT TOP)HIGH CENTRALIZATION (AUTHORITY AT TOP)
THE MACHINE ORGANIZATIONTHE MACHINE ORGANIZATION Communication Flow: Vertical Communication Flow: Vertical
THE MACHINE ORGANIZATIONTHE MACHINE ORGANIZATIONCommunication Flow: VerticalCommunication Flow: Vertical
$ Mfg Mktg
5 FUNCTIONS SEPARATED5 FUNCTIONS SEPARATEDCOMMUNICATION FORMALCOMMUNICATION FORMAL
PRESPRES..
THE MACHINE ORGANIZATIONTHE MACHINE ORGANIZATION (MINTZBERG MODEL)(MINTZBERG MODEL)
THE MACHINE ORGANIZATIONTHE MACHINE ORGANIZATIONMintzberg’s ModelMintzberg’s Model
STRATEGIC APEX
OPERATING CORE
MIDDLE LINE
TECHNO-STRUCTURE
SUPPORT
THE MACHINE ORGANIZATION THE MACHINE ORGANIZATION AUTHORITY-COMMUNICATION FLOW IN SALESAUTHORITY-COMMUNICATION FLOW IN SALES
Mgr. SalesMgr. Mfg.Mgr. Mfg. Mgr. Fin.Mgr. Fin.
PRESPRES..
EASTEAST CENTRALCENTRAL WESTWEST
THE MACHINE ORGANIZATION THE MACHINE ORGANIZATION AUTHORITY-COMMUNICATION FLOWAUTHORITY-COMMUNICATION FLOW
Mgr. Sales Mfg.Mfg. Fin.Fin.
PRESPRES..
EASTEAST CENTRALCENTRAL WESTWEST
M & SM & S Alta.Alta.
B.C.B.C.
Regional SalesRegional SalesDirectorDirector
THE MACHINE ORGANIZATION THE MACHINE ORGANIZATION DEEPENING THEDEEPENING THE AUTHORITY-COMMUNICATION FLOWAUTHORITY-COMMUNICATION FLOW
Vp. SalesVp. Mfg.Vp. Mfg. Vp. Fin.Vp. Fin.
PRESPRES..
EASTEAST CENTRALCENTRAL WESTWEST
Other B.C.Other B.C.
B.C. Director of SalesB.C. Director of Sales
Gen’l Mgr. SalesGen’l Mgr. SalesWestern CanadaWestern Canada
Sales ManagerSales ManagerVancouverVancouver
MACHINE ORGANIZATIONMACHINE ORGANIZATION
• ISSUES ISSUES (INTERNAL ENVIRONMENT):(INTERNAL ENVIRONMENT):• EFFICIENT, RELIABLE, PRECISE, BUTEFFICIENT, RELIABLE, PRECISE, BUT• OBSESSION WITH OBSESSION WITH CONTROL LEADS TO CONTROL LEADS TO
COORDINATION PROBLEMCOORDINATION PROBLEM• FOCUS ON RULES: FOCUS ON RULES: (STANDARDIZATION OF (STANDARDIZATION OF
WORK)WORK)• WHAT TO DOWHAT TO DO• WHO TO TALK TOWHO TO TALK TO• RULES CAN’T COVER EVERY SITUATIONRULES CAN’T COVER EVERY SITUATION• CONSTANT STRUGGLE BETWEEN CONSTANT STRUGGLE BETWEEN TAKING TAKING
INITIATIVE AND FOLLOWING RULESINITIATIVE AND FOLLOWING RULES
MACHINE ORGANIZATIONMACHINE ORGANIZATION
• ISSUES ISSUES (INTERNAL ENVIRONMENT) (INTERNAL ENVIRONMENT) ::• OBSESSION WITH CONTROL OBSESSION WITH CONTROL LEADS TO LEADS TO
COORDINATIONCOORDINATION PROBLEMS, PROBLEMS, CONFLICT BETWEEN CONFLICT BETWEEN DEPARTMENTSDEPARTMENTS
• AS EACH FUNCTION TRIES TO CONTROL ITS AS EACH FUNCTION TRIES TO CONTROL ITS PROCESSES IT COMPETES WITH OTHER UNITSPROCESSES IT COMPETES WITH OTHER UNITS
• ORG. SUCCESS LEADS TO ISSUES IN ORG. SUCCESS LEADS TO ISSUES IN EXTERNAL EXTERNAL ENVIRONMENTENVIRONMENT
- NEED MORE CONTROL OF ENVIRONMENT NEED MORE CONTROL OF ENVIRONMENT
- BOUNDARY SUPPORT FUNCTION ISSUESBOUNDARY SUPPORT FUNCTION ISSUES
- CONTROL COSTS OF PROCURING INPUTS AND DISPOSING OF CONTROL COSTS OF PROCURING INPUTS AND DISPOSING OF OUTPUTSOUTPUTS