Organizational Behavior notes: Chapter 1 Organizational Structure and Organizational Design

I. Classical organizational theory

Any organization must deal with such basic elements as power, responsibility, division of labor, specialization, and interdependence and interconnectivity among various parts.

Division of work

Department leaders divide their work into different levels and functions, and then allocate personnel and resources to jobs divided into different levels. This is called a tiered program.

As long as two people have the upper and lower subordination, it means the existence of the tiered hierarchy. This type of organization is difficult to perform. One of them is that the process of influencing management behaviors in the organization flows downward rather than upward.

Authorization

The interpersonal relationships and responsibilities determined by the division of work are allocated to employees in an authorized manner.

Authorization refers to entrusting power, obligation, and responsibility to others. Each person who accepts such delegation becomes a manager representative and assumes responsibility for the granted power.

Authorization allows management personnel to expand their own influence without the limitation of personal time, ability and knowledge.

Authorization is the initial activity of management. If no authorization is given to others, no one can implement management.

Chain button

Levels, responsibilities, and the results of successful authorization form a complex network that connects people into a work organization, with each layer of functional groups, the hierarchy is connected to the next layer. It is called the chain button concept.

If all the chain buttons can be effectively connected, the Organization will be effective as an organic whole. If there is any weak link in the chain, it is difficult for the Organization to make full use of the efficiency.

 

Power Recognition Theory

Authorization is the granting of power to the next level of management personnel. However, whether the management personnel can exert the initiative of such power depends on whether the employees are willing to accept or recognize such power.

Although people have the right to conduct formal activities within their authorization scope, if employees do not accept such power emotionally and respond to it, then such power becomes meaningless.

Executive and managerial ultimate powers and responsibilities

Managers can authorize and delegate tasks to others, but this does not mean that managers can be freed from their original commissions. Once authorized, the responsibilities are divided into two parts, employees are only responsible for execution, and managers are ultimately responsible for implementing work tasks.

Professional

Professional roles will inevitably lead to specialization, which can create more social wealth. The disadvantage is that human relationships are becoming more and more complex. Only by sound and perfect interpersonal relationships and close collaboration can we truly take advantage of the professional advantages.

Management span

The so-called Management span refers to the number of people managed by a manager. The limited span is because the manager's knowledge, energy, and talents are limited.

High-tower organization and Taiwan Organization

Small-span management in an organization forms a treasure-like organization, and large-span management forms a platform-type organization.

The pagoda is closely organized and coordinated to facilitate control. Each manager can communicate with only a few people. The disadvantage is that the communication between the upper and lower sides is long and may cause misunderstanding. As upper and lower levels get along with each other, it is easy to lead to the boss orientation. Employees have plenty of time to understand their superiors.

Platform-based organizations have simple and rapid communication links, but it is difficult for managers to take a lot of time to give face-to-face command to so many people. Employees have great degrees of freedom, low work pressure, and high satisfaction.

 

Bureaucratic Management

The management of bureaucracy involves detailed rules, strict control, strict levels, and a highly specialized division of duties implemented by various experts.

Middle-and lower-level management personnel are non-personalized mechanical regulation executors. Under this system, management operations are slow, complex and detailed, multi-layer approval, plan execution, and suppression of personal creative opinions. Four main features are high professionalism, strict hierarchy, and detailed rules, control Non-personalization.

Its advantage is its stable operation and centralized goal.

Ii. Permission change organization design mechanical and mechanical Organization

Mechanical Models adapt to a well-defined organizational structure, work and production are carefully arranged, and tasks must be carried out in accordance with the schedule. Each person's role is clear and strict, and communication is conducted through formal hierarchical channels, the entire organization is like a well-designed machine.

The organization of the machine type has higher flexibility and development, and the work tasks and roles are not very strict. It allows people to adjust to meet their needs, so that communication and communication become more oriented, information and suggestions during communication are more than instructions and decisions. The authority and influence come from talented and competent practitioners. The decision-making process is decentralized and undertaken by different levels and different functional departments. The entire organization is more open.

 

Production technology type

Woodward divides enterprises into three types of production:

• Single and small batch production: Machine Tools
• Mass and mass production: Fixed Production
• Program Production: Petroleum Refining

Successful bulk production enterprises are mostly mechanical structures, while single-piece and program-based enterprises are successful in machine structures.

Medium technology requires a high organizational structure, while two-level technology requires a low organizational structure.

Matrix organization

This matrix structure is an organizational form superimposed on another organizational form, which forms two sets of command links for individual employees. It is particularly suitable for large-scale special engineering projects with intensive technical personnel.

The operations of matrix organizations are in a complex state and require people to assume multiple roles. Sometimes, people may encounter setbacks and insecure roles. This structure weakens the role of power and authority and requires coordination and control.

Project management personnel must be able to interact with members outside the Organization. Project managers should have the ability to coordinate border roles with different groups to obtain support from other groups. project owners are usually less powerful than managers of regular organizations, their mission is to communicate with each other, develop challenging tasks, negotiate and negotiate with each other.

If the following conditions are met, you can try to use the matrix structure:

• Special projects, especially major projects.
• Specialized technical projects, especially advanced technologies, are required.
• The running conditions of the project are changeable.
• There are major disputes regarding work coordination, troubleshooting of difficult issues, and complex engineering progress
• More authoritative than existing functions are required in the field of expertise and knowledge