Mechanistic Versus Organic Structures

mechanical versus Organic constructions a. Mechanistic Structure is assume for organizations focusing on a cost- minimization schema through tight control, extensive division of labor, high schematicization and centralization. The schooling network is limited and employees r atomic number 18ly participate in ending devising process. b. Organic Structure is de change and has low gear complexity and formalization. It has an extensive reading system, and employees rargonly participate in decision making. It melt downs to be flexible and adaptive. c. Structure in function of the organizations fundamental strategy. ) Innovation scheme focuses on developing essential new product or services. An extreme organise provides the flexibility for this strategy. 2) Cost-minimization Strategy imposes tight controls over expenses and reduces product prices. The mechanical body structure is appropriate. 3) Imitation strategies are not adopted by dependable innovators but rather by organizations that move into new markets after smaller competitors pass demonstrated the potential for success. Limitation best suited to a structure that combines mechanistic and organic. d. Structure is also a function of 1) Size.Larger organizations tend to be mechanistic because greater formalization is needed. Strategies also change as sizes changes. Growing organizations often expand activities within their industry. 2) Technology. An organic structure may be best for coping with non-routine technology because formalization is low. 3) Environment. In general, the more than stable the surround, the more mechanistic the organization. A mechanistic structure is appropriate when the environment has little capacity for growth. Dynamic environments require an organic structure because of their unpredictability.Moreover, a complex environment also requires the flexibility and adaptability of an organic structure. a) The environment has three key dimensions i) Capacity is the deg ree of growth an environment ass delay. ii) Volatility concerns the relative instability in the environment. iii) Complexity is the amount of heterogeneity and concentration in the environment. Thus, an industry with few very large firms is same and concentrated. b) Uncertainty not a specific environmental factor. The foregoing factors suss out the level of uncertainty present in the environment. 11.According to Henry Mintzberg, an organization has cinque components. Depending on which is in control, one of basketball team different structure involve. a. The five organizational components include the 1) Operating core- workers who perform the basic tasks related to intersection 2) Strategic apex- summit meeting managers 3) Middle line- managers who connect the core to the apex 4) Technostructure- analyst who achieve a certain standardization 5) Support staff- indirect support services b. The five structures include the following 1) Simple structure (apex) has low complexity and formality and authority is centralized.Its small size and simplicity ordinarily precludes significant inefficiency in use of resources. 2) Machine bureaucracy (technostructure) is a complex, formal and centralized organization that performs highly routine tasks, groups activities into functional departments, has relationships. 3) Professional bureaucracy (operating core) is a complex and formal but centralized organization in which highly trained specialist present great autonomy. 4) Divisional structure (middle line) is essentially a self-contained organization.It is characterized by substantial duplication of functions compared with more centralized structures. 5) Adhocracy (support staff) has low complexity, formality and centralization. Vertical differentiation is low and flat differentiation is high. 12. Centralization and Decentralization a) Centralization concerns the centralization of authority in an organization and the degree and levels at which it occurs. b) Dece ntralization is a philosophy of organizing and managing. wary selection of which decisions to push down the hierarchy and which to hold at the top is required.The degree of decentralization will be greater if 1) More decision are made lower in the management hierarchy. 2) Some important decisions are made lower in the management hierarchy. 3) More functions are affected by decisions made at lower levels. 4) Fewer approvals are required before implementation of a decision. c) Centralization and decentralization are relative terms. Absolute centralization or decentralization is impossible. d) The degree of centralization or decentralization depends upon the situation. 1) Information. Decisions cannot be decentralized to those who do not have necessary information. ) Ability. Decisions cannot be decentralized to people who do not have training, experience, knowledge or ability to make decisions. 3) Timeliness. The organization should decentralize decisions requiring a quick response t o those near the action. 4) Degree of coordination. The organization cannot decentralize down the stairs the level at which coordination must be maintained. 5) Significance of decision. Decisions cannot be centralized to lower levels if they are of critical importance to the organization. 6) Morale. The organization should decentralize, when possible, for the positive define on morale.