SBenegaL

Category: Organization Structure

  • Role of Rites and Ceremonies in organizational culture

    In the last byte, we began our discussion on artifacts. In today’s byte, we look at ceremonies and rituals. 

    Ceremonies and rites refers to relatively elaborate set of activities that are enacted time and again on important occasions. These     occasions provide opportunities to reward and recognize employees whose behavior is congruent with the values of the company. The ceremonies and rites send a message that individuals both expose and exhibit corporate values should be admired. These also help members bond together.

    Research has identifies 6 types of rites:
    1. Rites of passage – show that an individual’s status has changed.
    2. Rites of enhancement – reinforces the achievement of individuals.
    3. Rites of renewal – emphasizes the change in organization and commitment to learning and growth.
    4. Rites of integration – unites the diverse groups in an organization and bring back the focus on the larger organization.
    5. Rites of conflict reduction – focus on dealing with conflict or disagreement that emerges naturally from an organization.
    6. Rites of degradation – are used by organizations to visible punish persons who wouldn’t have adhered to the values and norms of behavior.

  • Structural configurations

    In the last byte, we looked at some of the questions that one would need to ask when designing an organization. In today’s byte, we try summarizing the various designs and some of the characteristics associated with it.
    The following table summarizes 5 structural configurations:



    We have earlier discussed about the various organizational structures possible and the implications of these designs etc in our discussion on organizational theory and development concepts.


    Your could read more about these form the following links:
    1. http://somanagement.blogspot.in/search/label/Organizational%20Theory
    2. http://somanagement.blogspot.in/search/label/Organizational%20Development%20%E0%B2%B5%E0%B3%8D%E0%B2%AF%E0%B2%B5%E0%B2%B9%E0%B2%BE%E0%B2%B0%E0%B2%BF%E0%B2%95%20%E0%B2%89%E0%B2%A8%E0%B3%8D%E0%B2%A8%E0%B2%A4%E0%B2%BF

    So we shall limit our discussion on organizational structure and move to understanding organizational culture.

  • Dimensions of Organizational Design 2

    In the last byte, we looked at the definitions of the various dimensions of organizational design. In today’s byte, we continue the discussion a bit further.

    Most often we can think of organization design, and wonder where to start. Prof Henry Mintzberg has suggested begining with the following questions to help get clarity:

    1. How many tasks should a given position in the organization contain, and how specialized should each task be?
    2. How standardized should the work content of each postion be?
    3. What skills, abilities, knowledge, and training should be required for each position?
    4. What should be the basis of grouping of positions within the organizations into units, departments, divisions, and so on?
    5. How large should each unit be, and what should the spn of control be?
    6. How much standardization should be required in the output of each position?
    7. What mechanisms should be established to help individuals in different positions and units to adjust to th needs of other individuals?
    8. How centralized or decentralized should decision-making power be in he chain of authority? Should most of the decisions be made down in the chain or authority or at the top?

  • Dimensions of Organizational Design

    In the last byte, we looked at horizontal linkage as a means of integration. In today’s byte, we define 6 dimensions of organizational design:

    1. Formalization – the degree to which the organization has official rules, regulations and procedures
    2. Centralization – the degree to which decisions are made at the top of the organization
    3. Specialization – the degree to which jobs are narrowly defined and depend on unique expertise
    4. Complexity – the degree to which mny different types of activities occur in the organization
    5. Hierarchy of authority – the degree to vertical differentiation across levels of management.

  • Horizontal Integration

    In the last byte, we looked at vertical integration linkage. In today’s byte, we look at the horizontal integrator mechanisms.

    As mentioned earlier, horizontal integration mechanism provides the communication and coordination that is required across the different jobs and departments in the organization. The need for such horizontal linkages increses as the complexity of the organization increases. When built into the organization, the forms these linkages could take forms like liason roles, task force, integrator positions and teams. 

    Liason roles is created when a person in one department has the responsibility to coordinate with the other department. Task force are temporary committees composed of representatives from multiple deparments and focus on solving specific problem.
     
    The strongest means of horizontal integration is through teams.
     
    Note that these linkage mechanisms vary from organization to organization, as well asaa within the same organization. A simple observation is that the flatter the organization, the more necessary are horizontal mechanisms.
     
    We next look at the various dimensions of org design.

  • Vertical Integration

    In the last byte, we began our discussion on integrations and the role it plays in an organization. In today’s byte, we look at vertical linkages.

    Vertical linkages as mentioned earlier used to integrate activities up and down the organizational chain of command. Many structural devices can be used to achieve vertical linkages viz – hierarchical referrals, rules and procedures, plans and schedules, positions added to the structure of the organization, and management information systems.

    The vertical lines on an organization chart indicate the referral up and down the organization. While work is delegated down the organization chart, when an employee has a doubt he refers up to the chart for consideration and resolution.
     
    The various vertical integration linkage mechanism help the manager have a wider span of control. The employee handbook, procedures etc reduce the demand on the manager’s time to focus each employee  and could choose to manage only in exceptional situations.
    For a greater understanding, one would need to think of each linkage mechanism.

  • Integration

    In the last  byte, we looked at complexity and the relationship the different differentiation. In today’s byte, we look at integration.

    Integration refers to the process of coordinating the different parts of an organization.
     
    The purpose of any integration mechanisms are designed to achieve unity among individuals and groups in various jobs, departments, and divisions in the accomplishments of organizational goals and tasks.
     
    One could understand the role of integration to be that of maintaining a equilibrium in the dynamic state of affairs – a condition in which all the parts of the organization are inter-related and balanced.
     
    We could achieve this through two broad ways:
    1. Vertical linkages
    2. Horizontal linkages
    Vertical linkages are used to integrate activities up and down the organization’s chain of command. Horizontal integration mechanisms provide the communication and coordination that is necessary for linkages across jobs and departments in the organization.

  • Complexity and Differentiation

    In the last byte, we discussed about spacial differentiation. In today’s byte, we look at the the different differentiation in combination. 

    Horizontal, Vertical and Spacial Differentiation indicates the amount of width, height and breadth an organizational structure needs. A lot of distribution on any one of these dimensions doesnt necessarily mean that it is distributed on all other dimensions as well. 
     
    As an example Imagine an university – one could find a very great horizontal differentiation, but relatively little vertical differentiation. On the other hand, consider the case of a large company like Coca-Cola: It would have a great level on all three dimensions.
     
    What one needs to remember is that the more structurally differentiated the organization is, the more complex it would be.
     
    We have used the term “complexity” a  lot. Complexity refers to the number of activities, subunits or subsystems with the organization. It has been suggested that organization’s complexity should mirror the complexity of the environment.
     
    As the complexity of an organization increases, its need for mechanisms to link and coordinate the different parts of the organization increases phenomenally. Failure to coordinate effectively could lead the orientation towards the organization goal to disappear
     
    With the need for linkage and coordination establish, we shall next move towards understanding integration.

  • Spacial Differentiation

    In the last byte, we looked at vertical differentiation. In today’s byte, we look at spacial differentiation.

    Spacial Differentiation refers to the geographic dispersion of an organizational’s office, plants and personnel. Increasing the number of locations increases the complexity of organizatgional design, but this may be necessary for organizational goal achievement or organizational protection.
     
    An implication of this suggestion would mean that organizations intending to open their branch in another company could do it by creating a subsidiary with partial ownership by the main organization while could be managed by the citizen of the country.
     
    This could also offer the organization political and legal advantages in a country because it could be identified as a local company. Distance is as important as political and legal issues in making spacial differentiation decisions.
     
    In the next byte, we continue the discussion on the various differentiations.