COMMUNICATION AND ORGANIZATIONS

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Presentation transcript:

COMMUNICATION AND ORGANIZATIONS FROM SIMPLE TO MACHINE TO DIVERSIFIED: DEEPER,TALLER AND WIDER ORGANIZATIONS LECTURE 6a-b

SUMMARY: FUNCTIONS AND ORGANIZATION 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 AUTHORITY-COMMUNICATION FLOW PRES. Vp. Sales Vp. Fin. Vp. Mfg. Mgr. Mgr. Mgr. S S S - - - - - = FUNCTIONAL D.O.L. SPECIALIZ’ TION FORMAL JOB DESCRIPS. ADDING LAYERS FORMAL COMMUNIC.

ENVIRONMENTAL OVERVIEW: BOX 2 SIMPLE, STABLE: LOW PERCEIVED UNCERTAINTY ENVIRONMENT: SMALL NUMBER OF COMPONENTS COMPONENTS SOMEWHAT SIMILAR REMAIN BASICALLY THE SAME SO, STANDARDIZATION OF WORK APPROPRIATE STRUCTURE: HIGH DIVISION OF LABOR (DOL) - HIGH JOB SPEC.’ZATION (MANY PEOPLE DO DIFF. WORK) HIGH FORMALIZATION (DEPEND ON WRITTEN RULES) HIGH CENTRALIZATION (AUTHORITY AT TOP)

THE MACHINE ORGANIZATION Communication Flow: Vertical THE MACHINE ORGANIZATION Communication Flow: Vertical THE MACHINE ORGANIZATION Communication Flow: Vertical PRES. Mfg Mktg $ COMMUNICATION FORMAL 5 FUNCTIONS SEPARATED

THE MACHINE ORGANIZATION (MINTZBERG MODEL) THE MACHINE ORGANIZATION Mintzberg’s Model THE MACHINE ORGANIZATION (MINTZBERG MODEL) STRATEGIC APEX MIDDLE LINE TECHNO- STRUCTURE SUPPORT OPERATING CORE

THE MACHINE ORGANIZATION AUTHORITY-COMMUNICATION FLOW IN SALES PRES. Mgr. Sales Mgr. Fin. Mgr. Mfg. EAST CENTRAL WEST

THE MACHINE ORGANIZATION AUTHORITY-COMMUNICATION FLOW PRES. Mgr. Sales Fin. Mfg. Regional Sales Director EAST CENTRAL WEST B.C. M & S Alta.

THE MACHINE ORGANIZATION DEEPENING THE AUTHORITY-COMMUNICATION FLOW PRES. Vp. Sales Vp. Fin. Vp. Mfg. Gen’l Mgr. Sales Western Canada EAST CENTRAL WEST B.C. Director of Sales Sales Manager Vancouver Other B.C.

ISSUES (INTERNAL ENVIRONMENT): MACHINE ORGANIZATION ISSUES (INTERNAL ENVIRONMENT): EFFICIENT, RELIABLE, PRECISE, BUT OBSESSION WITH CONTROL LEADS TO COORDINATION PROBLEM FOCUS ON RULES: (STANDARDIZATION OF WORK) WHAT TO DO WHO TO TALK TO RULES CAN’T COVER EVERY SITUATION CONSTANT STRUGGLE BETWEEN TAKING INITIATIVE AND FOLLOWING RULES

MACHINE ORGANIZATION ISSUES (INTERNAL ENVIRONMENT) : OBSESSION WITH CONTROL LEADS TO COORDINATION PROBLEMS, CONFLICT BETWEEN DEPARTMENTS AS EACH FUNCTION TRIES TO CONTROL ITS PROCESSES IT COMPETES WITH OTHER UNITS ORG. SUCCESS LEADS TO ISSUES IN EXTERNAL ENVIRONMENT NEED MORE CONTROL OF ENVIRONMENT BOUNDARY SUPPORT FUNCTION ISSUES CONTROL COSTS OF PROCURING INPUTS AND DISPOSING OF OUTPUTS