SBenegaL

Category: Structure

  • Dimensions of Differentiation

    In the last byte, we looked at the role an organization chart plays in designing organization structure. In today’s byte, we look at differentiation in greater detail.
     
    As mentioned earlier, differentiation is the process of deciding how to divide the work in an organization. It ensures that all essential organizational tasks are assigned to one or more jobs and that the tasks receive the attention they need.
     
    There are 4 dimensions of differentiation that have to be considered in designing organization:
    1. Manager’s goal orientation
    2. Time Orientation
    3. Interpersonal Orientation
    4. Formality of structure
    Differentiation could be further classified into three different forms:
    • Horizontal
    • Vertical
    • Spatial

  • The Organizational Chart

    In the last byte, we looked at the definition of differentiation and integration and its relation to the organizational design and structure. In today’s byte, we continue the discussion further on organizational structure – specifically a brief on organizational chart.
     
    As mentioned earlier, organizational chart is a visible representation of the organization’s stucture and its underlying components. Most organizations have a series of organizational charts showing reporting relationships throughout the system. Some of the components represented in an organizational structure are:

    • Formal likes of authority and reponsibility
    • Formal systems of communication, coordination and integartions.
    Through the first point listed above, the organizational structure designates reporting relationships in the way jobs and departments are grouped.
     
    The second point mentioned above summarizes the fact that, organizational structure designates the expected patterns of formal interaction among employees.

  • Differentiation and Integration:Definition

    In the last byte, we began our discussion on the larger concept of organizational design and structure. In today’s byte, we define the concepts of differentiation and integration.

    Definitions:
    • Differentiation is the process of deciding how to divide the work in an organization
    • Integration is the process of coordinating the different parts of an organization
    Differentiation is the design process of breaking the organizational goal into tasks and integration is the design process of linking the tasks together to forma a structure that supports goal accomplishments.
     
    These two processes are really the key to designing the organization successfully. Organization structure helps prevent chaos through an orderly set of reporting relationships and communication challenges.
     
    An understanding of the key design processes and organizational structure helps an individual understand the larger working environment and may prevent confusion in the organization.This organizational structure and the underlying components are represented through an organizational chart.

  • Organizational Design & Structure

    In the last byte, we looked at the managerial implications of the discussion on work/task design. In today’s byte, we begin our discussion on Organization Design.

    Organization design refers to the process of constructing and adjusting an organization’s structure to achieve its goals.
     
    The starting point of this design process is the organization’s goals – these goals are then broken down into tasks as the basis for jobs. These jobs are grouped into departments [Recollect the earlier discussion on the business functions here] and these departments are linked into forming the organizational structure.

    Going ahead we shall discuss about:
    1. Design Processes of Differentiation and Integration
    2. Design dimensions of an organizational structure
    3. Structural Configurations of organizations
    4. Size, technology, environment, strategy and goal – their inter relations
    5. Forces shaping today’s organization

  • Group Formation: Structure

    In the last byte, we looked at group cohesion. In today’s byte, we look status structure and attempt to understand how this influences the characteristics of a mature group.

    Status structure refers to the set of authority and task relations among a group’s members! However there is no specific indication of how these status structures are created – it could be hierarchical or democratic – it depends on the group in discussion. If these issues are resolved within a team, it would result in a well-understood status structure and a good leader-follower relationship that emerges.

    Leadership in a team could also be of two types depending on the team in question. It could be a single person acting as the task master of the group setting agenda, initiating much of the work activity and ensuring the team meets its deadlines or could also be a shared leadership in which case there are multiple group members taking up different but interrelated leadership roles in the group settings. Example for the second kind: there could be someone who could be a task master while there could be someone else in the team who maintains the interpersonal relationships to an optimal level.

    There could be role diversity in a group and these could be classified into one of the following ways:

    1. Contributor – one who is data driven, supplies necessary information, adheres to high performance standards
    2. Collaborator – sees the big picture, keeps the focus on the mission constantly, urges other members to join the effort for accomplishing the mission
    3. Communicator – listens well and facilitates the group processes and humanizes the collective effort
    4. Challenger – acts as a devil’s advocate
    Over and above these it would definitely help if there is the role of an integrator who stitches the various role diversities in a group.