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  • Organization Theory – 22

    In the last blog, we discussed about Rituals and Training as a means for Formalization in organization. Over the last few blogs we have looked at 2 major concepts – Formalization and Complexity. Time is apt for us to understand the relation between these 2 dimensions of organization structure.
    For clarity sake, let’s begin with the scenario of an assembly line used to produce cars. 
    Lets us look at this video from the YouTube which mentions about ford’s T model car being produced through assembly line. 
    In an assembly line, workers have highly specialized tasks with standardized routine and lots of formal rules and procedures to follow. Let us focus on the section in the video around 1.20 seconds where the worker is really building pieces of the tyre rim. It becomes very clear that he has different units, and a set of procedures for inserting the forks into the rim and then punching them. These discrete pieces are then put up together to create a complete wheel rim by the next employee.
    For ease of understanding and coordination, it is pretty clear that there would have been a strict procedure to achieve the target of building a car. Each employee would be asked to do a specific piece of the task and not the whole of the car. Everyone was given a particular task to perform and also along with it was a particular set of rules to follow. 
    The above is a scenario of functional specialization! Where there is a very strong association between formalization and specialization (dimension of complexity). It would be also interesting to ask if, the scenario would be same in case of social specialization.
    A professional like an engineer or a charted accountant doesn’t require a great number of rules and regulations to perform ones task. Imposing rules and regulations would only mean redundant control.
    As a simple underlying rule one could use to understand the complexity-formalization relation is to focus on the degree of horizontal differentiation and the way it is achieved.
    Read in Kannada:

  • Organization Theory – 21

    Continuing our discussion from the last blog, we today look at the training and rituals as a means to achieve formalization. 
    Training: Almost every organization offers trainings to its employees. These could be on-the-job like coaching, apprenticeship etc or off-the-job like class room lectures, films etc. In addition to this are the orientation programs. All these aim to instill in employees work behaviors and attitudes that are required by the organization in addition to the job related technology skills.
    Let’s understand this with the help of the very famous training program of Infosys. One could read more about it here.
    The training that Infosys provided doesn’t just look at the technology challenge but here is a specific program – Infosys Leadership System (ILS) which addresses the issue of sustained growth in general and creates a formal and committed system for developing leadership capabilities in Infoscions. The emphasis in the program is on developing a “partnership approach” in its top management!
    Rituals: These are generally repetitive acts which are followed by a larger section of the organization. A well known example is that of Wal-Mart!
    Wal-Mart was founded by Sam Walton. He initiated a very famous ritual for the Wal-Mart employees – “the company chant”. It served as a means to motivate and unite the workforce. – the Wal-mart chant is: “Gimme a W, gimme and A gimme and L, gimme a squiggle, give me an M, A, R, T!” Similarly other companies like IBM, Ericsson, Novell, Deutsche Bank, and Pricewaterhouse coopers. all have their own company chants. 
    Rituals like the ones above attempt to highlight the key values of the organization like – what goals are most important which people are important, and which people are expendable.
    Read In Kannada:

  • ಸಾಂಸ್ಥಿಕ ಸಿದ್ಧಾಂತ – ೬

    ಹಿಂದಿನ ಅಂಕಣದಲ್ಲಿ ನಾವು ಸಂಸ್ಥೆಯು ೫ ಪ್ರಮುಖ ವಿಭಾಗಗಳನ್ನು ಹೊಂದಿರುತ್ತದೆ ಎಂದು ಸ್ಥೂಲವಾಗಿ ನೋಡಿದೆವು. ಇಂದಿನ ಅಂಕಣದಲ್ಲಿ ಸಂಸ್ಥೆಗಳ ಪ್ರಾಥಮಿಕವಾಗಿ ವಿವಿಧತೆಗಳ ಬಗ್ಗೆ ಸ್ಥೂಲವಾಗಿ ಅರಿಯುವ ಯತ್ನ ಮಾಡೋಣ.
     
    ನೇರವಾಗಿ ಗ್ರಹಿಸಲು ಸಾಧ್ಯವಾಗುವ ವಿಚಾರವೆಂದರೆ ಪ್ರತಿಯೊಂದು ಸಂಸ್ಥೆಯು ಎಲ್ಲ ವಿಭಾಗಗಳನ್ನು  ಉಪಯೋಗಿಸಬೇಕೆಂದಿಲ್ಲ. ಆದರೆ ಕೆಲವು ಸಂಸ್ಥೆಗಳಲ್ಲಿ ಬಹಳ ಸಂಕೀರ್ಣವಾದ ಪರಸ್ಪರ ಸಂಬಂಧಗಳು ಇವುಗಳ ನಡುವೆ ಇರುತ್ತದೆ. 
    ನಾವು ಅರಿಯಬೇಕಾದ ಮುಖ್ಯ ವಿಚಾರವೇನೆಂದರೆ ಪ್ರತಿ ಸಂಸ್ಥೆಯ ಮುಖ್ಯ ಉದ್ದೇಶ ಅಥವಾ ಕೇಂದ್ರ ಗುರಿ ಕೆಲಸ ಸಾಧಿಸಲು ಬೇಕಾಗುವ ಸಮನ್ವಯತೆಯನ್ನು ಸಾಧಿಸುವುದು. ನಾವು ಸಂಸ್ಥೆಗಳನ್ನು ಅವುಗಳ ಸಮನ್ವಯತೆಯ ಗುರಿಗಳ ಮೇಲೆ ೫ ಗುಂಪುಗಳನ್ನಾಗಿ ವಿಂಗಡಿಸಬಹುದು. ಅವು:
    • Simple Structure
    • Machine Bureaucracy
    • Professional Bureaucracy
    • Divisionalized
    • Adhocracy  

    ನಾವು ಈ ಸಂಸ್ಥೆಗಳ ರೀತಿಯ ಬಗ್ಗೆ ಅರಿಯಲು ಸಂಸ್ಥೆಗಳ ರಚನೆಯ ಕೆಲವು ಮೂಲಭೂತ ಪ್ರಮುಖ padagala ಅರಿವನ್ನು ಹೊಂದುವುದು  ಅಗತ್ಯ. ಇವುಗಳನ್ನು ಸಂಸ್ಥೆಯ ರಚನೆಯ ಆಯಾಮಗಳೆಂದು ಕೂಡ ಕರೆಯುವರು.

    • Complexity
    • Formalization
    • Centralization

    ಇವುಗಳ ಬಗ್ಗೆ ಮುಂದಿನ ಅಂಕಣದಲ್ಲಿ ತಿಳಿಯೋಣ.

    ಆಂಗ್ಲ ಅಂಕಣ:
    http://somanagement.blogspot.com/2011/09/organization-theory-6.html 

  • Organization Theory – 20

    In the earlier blog, we began looking at the various general ways which could be used to formalize in an organization. In today’s blog we continue the discussion and deal about the following means of formalization:
    1. Role Requirements
    2. Rule, Procedures and Policies

    Role Requirements: 
    Any individual in an organization performs a role. Each role has a certain set of expectations from the individual, his behavior and tasks he is to perform etc.Since the job comes with a role expectation, it plays a major role in regulating the employee’s behavior.
    These could be explicit or implicit. By loosing or tightening the role expectations, one could essentially loosen or tighten the degree of formalization in an organization.
    Rule, Procedures and Policies
    Since the roles would get obvious as we define them, let’s just understand these and the role played would be clearer with that.
    Rules are explicitly stated statements that tell an employee what he or she ought or ought not to do. – These do not leave any room for employee discretion or judgement. They state a particular behavior pattern in a particular situation.
    Procedures are a series of interrelated sequential steps that employees follow in the accomplishment of their job tasks. These steps follow a specific sequence (standardization) that results in a uniform output.
    Policies are guidelines that set constraints on decision that employees make. – These allow employees use discretion but within boundaries.
    Read in Kannada:

  • ಸಾಂಸ್ಥಿಕ ಸಿದ್ಧಾಂತ – ೫

    ಈ ಹಿಂದಿನ ಅಂಕಣದಲ್ಲಿ ನಾವು ಒಂದು ಮುಕ್ತ ಸಂಸ್ಥೆಯ ಬಗ್ಗೆ ಚಿತ್ರದ ರೂಪದಲ್ಲಿ ಅರಿತೆವು. ಇಂದಿನ ಅಂಕಣದಲ್ಲಿ ಕಂಪನಿಯಲ್ಲಿನ  ಕಾರ್ಯ ನಿರ್ವಹಿಸುವ ವಿವಿಧ ಉಪ ವ್ಯವಸ್ಥೆಗಳು ಬಗ್ಗೆ ಚಿತ್ರದ ಮೂಲಕ ಅರಿಯೋಣ. 
    ನಾವು ಓರ್ವ ಮ್ಯಾನೇಜ್ಮೆಂಟ್ ಕ್ಷೇತ್ರದಲ್ಲಿ ಮುಂಚೂಣಿಯಲ್ಲಿರುವ ವ್ಯಕ್ತಿಯಾದ ಹೆನ್ರಿ ಮಿಂಟ್ಸ್ ಬರ್ಗ್ ನ ಲೇಖನದಲ್ಲಿರುವ ಚಿತ್ರವನ್ನು ಇಲ್ಲಿ ಉಲ್ಲೇಖಿಸುವ ಮೂಲಕ ಅರಿಯೋಣ. ಪೂರ್ತಿ ಲೇಖನದ ಲಿಂಕ್ ಇಲ್ಲಿದೆ. 
    ವಿವಿಧ ಪ್ರಕಾರಗಳ ,ಗಾತ್ರಗಳ , ಕ್ಷೇತ್ರಗಳ, ಉದ್ಯಮಗಳ ಸಂಸ್ಥೆಗಳನ್ನೆಲ್ಲ ಅಧ್ಯಯನ ಮಾಡಿದಾಗ ತಿಳಿಯುವ ಅಂಶವೇನೆಂದರೆ ಪ್ರಮುಖವಾಗಿ ಸಂಸ್ಥೆಗಳಲ್ಲಿ ೫ ವಿಭಾಗಗಳಿರುತ್ತದೆ. ಇವುಗಳು ಪ್ರತಿಯೊಂದು ಸಂಸ್ಥೆಗಳಿಗೂ ಬೇರೆ ಬೇರೆಯಾಗಿರಬಹುದು.
    ಅವು:
    ೧. Strategic Apex: ಸಂಸ್ಥೆಯು ಒಂದು ವಿಚಾರಗಳು ಅಥವಾ ಯೋಚನೆಗಳಿಂದ ಶುರುವಾಗಿರುತ್ತದೆ ಮತ್ತು ಅವು ಓರ್ವ ವ್ಯಕ್ತಿ ಅಥವಾ ಮ್ಯಾನೇಜ್ಮೆಂಟ್ ನ ಸದಸ್ಯರಿಂದ ನಡೆಸಲ್ಪಡುತ್ತಿರುತ್ತದೆ. ಇದೆ Strategic Apex: 
    ೨. Operating Core: ಸಂಸ್ಥೆಯ ಮೂಲಭೂತ ಕೆಲಸ ಕಾರ್ಯಗಳನ್ನು ಮಾಡಲು ಜನರನ್ನು ಸೇರಿಸಿಕೊಳ್ಳುವರು. ಇವರು Operating Core:ನ್ನು ಪ್ರತಿಬಿಂಬಿಸುವರು.
    ೩. Middle Line: ಈ ಕೆಲಸಗಾರರು ಅಥವಾ ಕೆಲ ಮಟ್ಟದ ಉದ್ಯೋಗಿಗಳು ಸಾಮಾನ್ಯವಾಗಿ ನೇರವಾಗಿ ಮೇಲಿನ ಮ್ಯಾನೇಜ್ಮೆಂಟ್ ನೊಡನೆ ವ್ಯವಹರಿಸರು, ಇವರ ನಡುವೆ ಅನೇಕ ಬಗೆಯ ಮ್ಯಾನೇಜರ್ ಗಳಿರುತ್ತಾರೆ. ಇವರೇ Middle Line
    ೪. Technostructure: ಇವರು ಸಾಮಾನ್ಯವಾಗಿ ಸಂಶೋಧಕರಾಗಿರುವರು, ಇವರು ಔಪಚಾರಿಕ ಯೋಜನೆಗಳನ್ನು ರೂಪಿಸಲು ಮತ್ತು ಕಾರ್ಯ ನಿರ್ವಹಿಸಲು  ವ್ಯವಸ್ಥೆಯನ್ನು ರೂಪಿಸುವರು.
    ೫. Support Staff: ಈ ಜನರು ಸಾಮಾನ್ಯವಾಗಿ ಪರೋಕ್ಷ ರೀತಿಯಲ್ಲಿ ಇತರ ಸಂಸ್ಥೆಯ ಜನರಿಗೆ ಸಹಕಾರ ನೀಡುವರು. ಉದಾ: ಕ್ಯಾಂಟೀನ್, ಪಬ್ಲಿಕ್ ರಿಲೇಶನ್ ಇತ್ಯಾದಿ
    ಮುಂದಿನ ಅಂಕಣಗಳಲ್ಲಿ ಹೇಗೆ ಈ ೫ ವಿಭಾಗಗಳು ವಿವಿಧ ಸಂಸ್ಥೆಗಳಲ್ಲಿ ಬದಲಾವಣೆ ಹೊಂದುತ್ತವೆ ಎಂದು ಅರಿಯೋಣ.
    ಆಂಗ್ಲ ಅಂಕಣ:
    http://somanagement.blogspot.com/2011/09/organization-theory-5.html

  • ಸಾಂಸ್ಥಿಕ ಸಿದ್ಧಾಂತ – ೪

    ಈ ಹಿಂದಿನ ಅಂಕಣದಲ್ಲಿ ಸಂಸ್ಥೆ ಎನ್ನುವುದನ್ನು ಒಂದು ವ್ಯವಸ್ಥೆ ಎಂದು ಅರಿತೆವು, ಹಾಗು ಇಂದಿನ ಅಂಕಣದಲ್ಲಿ ಅದರ ಬಗ್ಗೆ ಚರ್ಚೆಯನ್ನು ಮುಂದುವರಿಸುತ್ತೇವೆ ಎಂದು ಕೂಡ ಹೇಳಿದ್ದೆವು. ಅದರಂತೆ ಇಂದು ಸಂಸ್ಥೆಯ ಚಿತ್ರಣ ನೋಡೋಣ.
    ಈ ಮೇಲಿನ ಚಿತ್ರವು ಒಂದು ಸಂಸ್ಥೆಯು ಈ ಕೆಳಗಿನವುಗಳನ್ನು ಒಳಗೆ ಪಡೆದುಕೊಳ್ಳುತ್ತದೆ. ಅವೇ ಜನರು, ಕಚ್ಚಾ ವಸ್ತುಗಳು, ಭೌತಿಕ ಸಂಪನ್ಮೂಲಗಳು, ಆರ್ಥಿಕ ಸಂಪತ್ತು ಇತ್ಯಾದಿ. ಇವುಗಳನ್ನು ಒಂದು ಪರಿವರ್ತಕ ಪ್ರಕ್ರಿಯೆಯ ಮೂಲಕ (ಚಿತ್ರದಲ್ಲಿ ಮೋಟಾರ್ ನ್ನು ಈ ಉದ್ದೇಶಕ್ಕೆ ತೋರಿಸಲಾಗಿದೆ ವಿದ್ಯುತ್ ಶಕ್ತಿಯನ್ನು ಯಂತ್ರಿಕ ಶಕ್ತಿಯಾಗಿ ಪರಿವರ್ತಿಸುತ್ತದೆ.) ಉತ್ಪನ್ನಗಳನ್ನು ಮತ್ತು ಸೇವೆಗಳನ್ನು ಗ್ರಾಹಕರಿಗೆ ನೀಡುವುದು. ಆದರೆ ಇವೆ ಮಾತ್ರವೇ ಕಂಪನಿಯ ನೀಡುವಿಕೆಯಲ್ಲ, ಇವಲ್ಲದೆ ಉದ್ಯೋಗಿಗಳಿಗೆ ಸಂತೃಪ್ತಿ, ಮಾಲಿನ್ಯ ಇವೆ ಮೊದಲಾದ ಎರಡನೇ ರೀತಿಯ ಹೊರ ನೀಡುವಿಕೆಗಳಿರುತ್ತದೆ.
    ಚಿತ್ರದಲ್ಲಿರುವ ಸಮಗ್ರ ಯಂತ್ರವನ್ನು ಉಪವ್ಯವಸ್ತೆಯ ಒಟ್ಟು ಸಮೂಹವೆಂದು ಅರಿಯಬಹುದು. ಹಾಗಾಗಿ ಪರಿವರ್ತನೆಯ ಪ್ರಕ್ರಿಯೆಯೇ ಹಲವಾರು ಉಪಪ್ರಕ್ರಿಯೆಗಳಿಂದ ಆಗುವುದು, ಅವೇ ಉತ್ಪನ್ನ ಕ್ಷೇತ್ರ, ನಿರ್ವಹಣ ಕ್ಷೇತ್ರ, ಮ್ಯಾನೇಜ್ಮೆಂಟ್ ಇತ್ಯಾದಿ. ಇವುಗಳಲ್ಲದೆ ಕೆಲವು ಸಿಮಾ ಸೇತುವೆಗಳಂತಹ ಉಪವ್ಯವಸ್ಥೆಯ ಇರುವುದು. ಇವುಗಳು ಹೊರಗಿನ ಪರಿಸರದೊಂದಿಗೆ ಮಾಹಿತಿಯನ್ನು ವಿನಿಮಯ ಮಾಡಿಕೊಳ್ಳಲು ಇರುವಂತವುಗಳು. ಈ ಉಪವ್ಯವಸ್ಥೆಯು ಅತ್ಯಂತ ಅವಕಾಶಗಳನ್ನು ಒದಗಿಸುವಲ್ಲಿ ಪ್ರಮುಖವಾಗಿದ್ದು ಸಂಸ್ಥೆಯ ಉಳಿವಿನ ಮೂಲ ಇದೆ ಆಗಿರುತ್ತದೆ. 
    ಆಂಗ್ಲ ಅಂಕಣ:
    http://somanagement.blogspot.com/2011/09/organization-theory-4.html

  • Organization Theory – 19

    In the last blog, we looked at the need for formalization and listed the various techniques used by organizations to achieve formalization. In today’s blog we look at Formalization through:
    Selection:
    An organization doesn’t choose any random person as it employee, it follows a strict process to select the right candidate. The selection process could be viewed as race with numerous hurdles, and the deserving candidates would be selected for the role on offer.
    An effective selection process will be designed to determine if job candidate “fits” into the organization. A good employee could be defined as one who will perform his or her job in a satisfactory manner and whose personality, work habits and attitudes align with what the organization desires. Selection process could be viewed as a means to prevent employment of misfits.
    In the Indian context many a time, this selection process is overlooked as a way of getting the “right fit” for the organization and candidates who donor suit the culture are hired – only to realize that they turn to be a misfit. In some extreme cases they also leave the work place sourer than it was when they come in – a permanent damage. It is time that the recruitment and selection firms look at the cultural aspect more seriously even at the entry level than just at the middle or top management roles.
    Selection as a mechanism for formalization is definitely the most widely used technique – through which organization can control the employee discretion.
    Read in Kannada:

  • Organization Theory – 18

    In the last blog, we began understanding the concept of formalization. In today’s blog we look at why formalization would be important and the various techniques used to achieve formalization.
    Standardization and formalization – essentially target the benefits accrued by regulating employee’s behavior by reducing the variability. Almost all the employees behave to a particular response in a similar manner. 
    This also increases the ability to coordinate. A football/soccer coach would spend hours coaching his team members with complex set of procedures for hours together. When a particular call is made from the side stand every individual on the ground knows what is the exact function to one has to do.
    Last but not the least, formalization enables reaping the economics of quick decision making – the employee would have to really have less discretion and thereby be less of an overhead for the supervisors. 
    A small thought and it would be easy for one to realize why many larger organizations have big accounting manuals, personnel manuals, purchasing manuals! All techniques used to formalize and leverage on its benefits.
    Organizations use some or most of the following techniques to achieve formalization:
    • Selection
    • Role Requirements
    • Procedures
    • Policies
    • Training
    • Rituals

    We shall deal with a couple of them over the next few days to get a better understanding of formalization.

    Read In Kannada:

  • Organization Theory-17

    In the earlier blog, we discussed the various dimensions of complexity and sought to know if there is any relation between theses dimensions. In today’s blog, we begin our journey to understand the concept of formalization. 
    Formalization refers to the degree to which jobs within an organization are standardized. It is in fact a measure of standardization. For definitions of standardization and formalization it would apt to refer to this blog.
    In many a ways, the formalization and standardization of the task reduces the complexity associated with decision making at an operational level. It is not limited to either written or unwritten. It could be explicit (indicated by a document or stated by people) or implicit (subtly mentioned in the behavior of people). 
    When we look at our organizations today, it would be easy to see how this formalization is implemented – could be through role descriptions, through be through close monitoring by your immediate supervisor etc.
    Read in Kannada:

  • Organization Theory – 16

    In the earlier blog, we discussed to see if there is an interrelation amongst the various dimensions of differentiation. In today’s blog, we would look at the implications of complexity for an organization.
    As the complexity of an organization increases – there is an increasing need for effective communication, co-ordination and control. Let’s take an example and attempt understanding this – our very famous IBM.
    IBM has office all over the globe. Let us assume that they are working for a client in the United States of America and the development of the specific problem is being done in India. The sales team in the US would take the initial steam into getting the deal; this is then that the business analysts begin detailing the development cycle in association with the technical analyst. Given the cost factors, the technical analyst would stay in India. The technical analyst and project manager would details the technology road map of the project towards completion. The project manager then initiates the team leads under him to get the project implemented through the developer. Developers again are busy with development and too much time would be needed for the testing and quality aspects hence the product would be generally tested by the quality team. 
    In all this, we see that there is an increasing complexity and along with that comes the issues of communication. It is important to ensure that every aspect of the project is communicated well and only then will the full team have the momentum. Given the large number of people working on this – ensuring that the resources are available at the right time is critical also come along is the aspect that the business has to be well controlled and not slip away.
    Simply put – we could definitely say:  The higher the complexity, greater attention needs to be paid to these 3 aspects
    • Communication
    • Coordination
    • Control

    Read in Kannada: