Organizational structure and comm incl assignm comm kc

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Organizational Structures and Communication. Includes an Assignment.

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<ul><li> 1. Organizational Structure &amp; CommunicationCommunicationKnowledgeCenter@Outlook.com </li> <li> 2. Organizational Structure &amp;Communication Organization uses communication to balance with its environment: stakeholders, target audiences. Structure of organization influences how it reacts on changes in its environment. This behavior makes it more/ less attractive for its employees, customers, investors etc. </li> <li> 3. Assignment Analyze the structure of your organization and conclude which Structural Configuration according to Mintzberg is valid here. Explain why you conclude this. </li> <li> 4. 7 structural configurationsof organizations (Mintzberg p110) 1. Entrepreneurial organization 2. Machine organization 3. Professional organization 4. Diversified organization 5. Innovative organization 6. Missionary organization ? ation s iz ur organ nization 7. Political organization ration fits yo of Orga re igu tu al Co n f the Struc tr uctur erstand Wh ich S uld und ho we s First </li> <li> 5. Structure ofOrganization:Organogram of simpleorganization </li> <li> 6. Structure ofOrganization:Organogram of simpleorganization Strategic apex Strategic apex: oversees whole system. Middle line Operating core </li> <li> 7. Structure ofOrganization:Organogram of simpleorganization Strategic apex Support Techno- Middle line Staff structure Operating core </li> <li> 8. Structure ofOrganization:Organogram of simpleorganization Ideology (culture) Strategic apex SupportTechno- Middle line Staffstructure Operating core </li> <li> 9. Six Basic Parts of the Organization(Mintzberg p99) </li> <li> 10. Six Basic Parts of theOrganization (Mintzberg p98) Operating core: those people who perform the basic work of producing the products and rendering the services. Middle Line: a hierarchy of authority between the operating core and the strategic apex. Strategic Apex: oversees whole system. Technostructure: analysts outside the hierarchy who perform administrative duties: plan &amp; control. Support Staff: provides internal services: cafeteria, mailroom, legal counsel, PR, etc. Ideology: culture; traditions and beliefs of an organization that distinguishes it from other organizations; it infuses a certain life into the skeleton of its structure. </li> <li> 11. Assignment Analyze the structure of your organization and conclude which Structural Configuration according to Mintzberg is valid here. Explain why you conclude this. Check Prime Coordinating Mechanism; Check Key Part of Organization; Check Type of decentralization Decide which Structural Configuration seems most appropriate. </li> <li> 12. 7 structural configurations of organizations (Mintzberg p110 - 237)Entrepreneurial Start-up Any organization can be a politicalorganization organization at a stage in its existence.Machine McDonalds; Swiss RailroadorganizationDiversified Result of merges: ABN Amro;organization ING Adhocracy: no strong hierarchy. Reacts ad hocProfessional University to impulses: no rigid strategy that cant beorganization changed. Opposite of Machine Organization.Innovative = adhocracy; GoogleorganizationMissionary Norms &amp; beliefs in place oforganization standards &amp; procedures; ToyotaPolitical Finding order &amp; integration by </li> <li> 13. 7 structural Key Part ofconfigurations Organization(Mintzberg p110)Entrepreneurial Strategic apexorganizationMachine organization TechnostructureProfessional Operating coreorganizationDiversified Middle lineorganizationInnovative Support stafforganizationMissionary IdeologyorganizationPolitical organization None </li> <li> 14. Coor dinating the Six Basic Par ts1. Mutual Adjustment: coordination by informal communication between two employees.2. Direct supervision: one person issues orders/ instructions to several others.3. Standardization of work processes: coordination by specifying work processes of people carrying out interrelated tasks.4. Standardization of outputs: coordination by specifying results of different work.5. Standardization of skills (&amp; knowledge): different work is coordinated by offering several employees the same trainings.6. Standardization of norms: everyone functions according to the same set of beliefs. </li> <li> 15. 7 structural Prime Coordinationconfigurations Mechanism(Mintzberg p110)Entrepreneurial Direct supervisionorganizationMachine organization Standardization of work processesProfessional Standardization oforganization skillsDiversified organization Standardization of outputsInnovative organization Mutual adjustmentMissionary Standardization oforganization normsPolitical organization None </li> <li> 16. Decentralization: diffusionof decision-making power.(Mintzberg p105) Centralized: all power rests at a single point in an organization. Decentralized: extent to which power is dispersed among many individuals. In case of rapid change, which form would work best, centralized or decentralized? Why? What could be advantages of a decentralized structure? </li> <li> 17. Decentralization: vertical &amp; horizontal (Mintzberg p105) Vertical decentralization: delegation of formal power down the hierarchy to line managers. Horizontal decentralization: the extent to which formal or informal power is dispersed out of the line hierarchy to nonmanagers (operators, analysts and support staffers). </li> <li> 18. Decentralization:selective &amp; parallel(Mintzberg p105) Selective decentralization: the dispersal of power over different decisions to different places in the organization. For example: decisions about communication &amp; media are made by the communication department. Parallel decentralization: the power over various kinds of decisions is delegated to the same place. For example: the communication department is consulted for almost any decision. </li> <li> 19. 6 types of decentralization (Mintzberg p105)1. Vertical &amp; horizontal centralization: all power rests at strategic apex.2. Limited horizontal decentralization (selective): strategic apex shares some power with technostructure that standardized everybody elses work.3. Limited vertical decentralization (parallel): managers of market- based units are delegated the power to control most of the decisions concerning their line units. </li> <li> 20. 6 types of decentralization(Mintzberg p105)4. Vertical &amp; horizontal decentralization: most of the power rests at the operating core.5. Selective vertical and horizontal decentralization: the power over different decisions is dispersed to various places in the organization, among managers, staff experts, and operators who work in teams at various levels in the hierarchy.6. Pure decentralization: power is shared more or less equally by all members of the organization. </li> <li> 21. 6 types of Che is m ck wh ost ic app h typdecentralization rop e riate of De for ce you ntraliz(Mintzberg p105) r or a gan tion izat ion.1. Vertical &amp; horizontal centralization2. Limited horizontal decentralization (selective)3. Limited vertical decentralization (parallel)4. Vertical &amp; horizontal decentralization5. Selective vertical and horizontal decentralization6. Pure decentralization </li> <li> 22. 7 structural Type ofconfigurations Decentralization(Mintzberg p110)Entrepreneurial Vertical and horizontalorganization centralizationMachine organization Limited horizontal decentralizationProfessional Horizontalorganization decentralizationDiversified Limited verticalorganization decentralizationInnovative Selectedorganization decentralizationMissionary DecentralizationorganizationPolitical organization Varies </li> <li> 23. 7 structural configurations of organizations (Mintzberg p110)Configuration Prime Key Part of Type of Coordination Organization Decentralization MechanismEntrepreneurial Direct supervision Strategic apex Vertical andorganization horizontal centralizationMachine Standardization of Technostructure Limited horizontalorganization work processes decentralizationProfessional Standardization of Operating core Horizontalorganization skills decentralizationDiversified Standardization of Middle line Limited verticalorganization outputs decentralizationInnovative Mutual adjustment Support staff Selectedorganization decentralizationMissionary Standardization of Ideology Decentralizationorganization normsPolitical organization None None Varies </li> <li> 24. 7 structural configurations oforganizations (Mintzberg p110 - 237)Entrepreneurial Start-uporganizationMachine McDonalds; Swiss RailroadorganizationDiversified Result of merges: ABN Amro;organization INGProfessional UniversityorganizationInnovative = adhocracy; GoogleorganizationMissionary Norms &amp; beliefs in place oforganization standards &amp; procedures; ToyotaPolitical Finding order &amp; integration byorganization power, not structure </li> <li> 25. Entrepreneurialorganization(Mintzberg p117)Structure Strategy Simple, informal, flexible, with Often visionary process, broadly little staff or middle-line hierarchy deliberate but emergent and Activities revolving around the flexible in details chief executive, who controls Leader positions malleable personally, through direct organization in protected niches. supervision. IssuesContext Responsive, sense of mission Simple and dynamic But environment. Vulnerable, restrictive Strong leadership, sometimes charismatic, autocratic. Danger of imbalance toward strategy or operations Startup, crisis, and turnaround Small organizations, local producers </li> <li> 26. Strategy Machine organization Ostensibly planning process, but (Mintzberg p132) that is really strategic programmingStructure Resistance to strategic change, Centralized bureaucracy necessary to overlay innovative Formal procedures, specialized work, sharp configuration for turnaround divisions of labor, usually functional groupings, Hence quantum pattern of extensive hierarchy change: long periods of stability Key is technostructure, charged with standardizing interrupted by occasional bursts the work, but clearly separated from middle line of str...</li></ul>