1 / 12

COMMUNICATION AND ORGANIZATIONS

COMMUNICATION AND ORGANIZATIONS. FROM SIMPLE TO MACHINE TO DIVERSIFIED: DEEPER,TALLER AND WIDER ORGANIZATIONS. LECTURE 6a-b. SUMMARY: FUNCTIONS AND ORGANIZATION SIZE AND AGE .

jeanette
Télécharger la présentation

COMMUNICATION AND ORGANIZATIONS

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

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

  2. 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

  3. 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.

  4. 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)

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

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

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

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

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

  10. 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

  11. 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

More Related