1. COMMUNICATION IN ORGANIZATIONS COMMUNICATION IN ORGANIZATIONS ENVIRONMENT, STRUCTURE AND COORDINATION Lecture 5a

2. ENVIRONMENT AND ORGANIZATIONAL STRUCTURE TWO DIMENSIONS FOR UNDERSTANDING ENVIRONMENT:TWO DIMENSIONS FOR UNDERSTANDING ENVIRONMENT: SIMPLECOMPLEX FEW FACTORSMANY FACTORS SIMILARNOT SIMILAR ORGANIZATIONAL STRUCTURE VARIES IN TERMS OF ENVIRONMENTAL DEMANDS

3. ENVIRONMENT AND ORGANIZATIONAL STRUCTURE TWO DIMENSIONS FOR UNDERSTANDING ENVIRONMENT:TWO DIMENSIONS FOR UNDERSTANDING ENVIRONMENT: SIMPLECOMPLEX FEW FACTORSMANY FACTORS SIMILARNOT SIMILAR STABLEDYNAMIC NO/LOW CHANGECONSTANT CHANGE ORGANIZATIONAL STRUCTURE VARIES IN TERMS OF ENVIRONMENTAL DEMANDS

4. ENVIRONMENT AND ORGANIZATIONAL STRUCTURE SIMPLECOMPLEX FEW FACTORSMANY FACTORS SIMILARNOT SIMILAR From a box manufacturer producing simple products with simple machines (simple) to a space agency that must use skill, knowledge and tools from a variety of fields to achieve complex outputs.(complex) Environment is complex to the extent that the org. must have a great deal of sophisticated knowledge about customers, products, etc.

5. ENVIRONMENT AND ORGANIZATIONAL STRUCTURE STABLEDYNAMIC NO/LOW CHANGECONSTANT CHANGE From a local woodcarver whose clients want the same pine carvings year after year (stable) to a CSI team who never know exactly what they will walk into.(dynamic) Environments are made dynamic (unexpectedly changeable) by demands for novelty, creativity (ad agency or TV net); rapid changes in technology or knowledge base (tech firm); unpredictable changes in weather (farming). In dynamic environment, the emphasis is on the unexpected or very rapid change.

6. FOUR ENVIRONMENTS: AN OVERVIEW FOUR ENVIRONMENTS: AN OVERVIEW 2. 3. 1. 4. STABLE SIMPLE COMPLEX DYNAMIC

7. ENVIRONMENTAL OVERVIEW ENVIRONMENTAL OVERVIEW 2. 3. 1. 4. STABLE SIMPLE COMPLEX DYNAMIC SIMPLE SIMPLESTRUCTURE MACHINE MACHINEBUREAUCRACY 2A.DIVISIONALIZED BUREAUCRACY PROFESSIONALBUREAUCRACY THE ADHOCRACY

8. CONNECTIONS BETWEEN FUNCTION AND STRUCTURE CONNECTIONS BETWEEN FUNCTION AND STRUCTURE KATZ/KAHN (FUNCTION) MINTZBERG (STRUCTURE) 1. PRODUCTIONOPERATING CORE 2. MAINTENANCETECHNOSTRUCTURE AND SUPPORT STAFF 3. BOUNDARY SUPPORT PRO-DIS (THINGS)TECHNOSTRUCTURE AND OPERATING CORE PRO-DIS (THINGS)TECHNOSTRUCTURE AND OPERATING CORE PRO-DIS (PEOPLE)TECHNOSTRUCTURE AND PRO-DIS (PEOPLE)TECHNOSTRUCTURE AND SUPPORT STAFF SUPPORT STAFF 4. ADAPTIVE SUPPORT STAFF 5. MANAGERIALSTRATEGIC APEX AND MIDDLE LINE

9. MINTZBERG: GRAPHIC MODEL OF FUNCTIONS MINTZBERG: GRAPHIC MODEL OF FUNCTIONS STRATEGIC APEX OPERATING CORE TECHNOSTRUCTURE SUPPORT MIDDLE LINE MATURE ORGANIZATIONS USE 5 STRUCTURAL COMPONENTS TO HANDLE THE 5 FUNCTIONS TO RESPOND TO THE FOUR TYPES OF ENVIRONMENT. THE SHAPE MATTERS - IT SHOWS YOU THE TYPE OF ORGANIZATION.

10. MINTZBERG’S STRUCTURAL CONCEPTS AND REAL-TIME ORGANIZATIONS MINTZBERG’S STRUCTURAL CONCEPTS AND REAL-TIME ORGANIZATIONS Strategic Apex Board of Directors, Chief Executive Officers (eg. Pres., CEO, COO, CFO, etc.) Techno- structure Strategic Planning, Personnel Training, Operations Research, Systems Analysis and Design Support Staff Legal Counsel, Public Relations, Payroll, Mailroom Clerks, Cafeteria Workers Middle Line VP Operations, VP Marketing,etc., Plant Managers Sales Managers, Front Line Supervisors Operating Core Purchasing Agents, Machine Operators, Assemblers, Sales Persons, Shippers