1 / 13

COMMUNICATION IN ORGANIZATIONS

COMMUNICATION IN ORGANIZATIONS. ENVIRONMENT AND THE TYPE TWO ORGANIZATION Lecture 5 c. THE ISSUE OF OVERLOAD LEADS TO TYPE TWO STRUCTURE. TOO MUCH INFORMATION AND DECISIONS AS ORG. GROWS UNLESS BOSS BEGINS TO SEPARATE FUNCTIONS

stefan
Download Presentation

COMMUNICATION IN ORGANIZATIONS

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. COMMUNICATION IN ORGANIZATIONS ENVIRONMENT AND THE TYPE TWO ORGANIZATION Lecture 5c

  2. THE ISSUE OF OVERLOAD LEADS TO TYPE TWO STRUCTURE • TOO MUCH INFORMATION AND DECISIONS AS ORG. GROWS • UNLESS BOSS BEGINS TO • SEPARATE FUNCTIONS • NEW STRUCTURE - DIFFERENTIATED BY FUNCTION - SPECIALIZATION IS EFFICIENT • AND AS SIZE INCREASES • DELEGATE SOME AUTHORITY TO ASSISTANTS TO MANAGE EACH FUNCTION • VERTICAL DECENTRALIZATION • THE ORG. BEGINS TO FAIL

  3. The B.A.R. and Grille

  4. THE ISSUE OF OVERLOAD LEADS TO TYPE TWO STRUCTURE • VERTICAL DECENTRALIZATION - OR DELEGATION - OF AUTHORITY- LIMITED TO A PARTICULAR FUNCTION • NO LONGER AN ASSISTANT BUT A MANAGER • CAN CONTROL AND COORDINATE WITHIN FUNCTION

  5. TYPE TWO ORGANIZATION STRUCTURE IS EFFICIENT • DIFFERENTIATION BY FUNCTION: SPECIALIZATION IS EFFICIENT • VERTICAL DECENTRALIZATION - OR DELEGATION - OF AUTHORITY (MANAGER CAN CONTROL AND COORDINATE WITHIN FUNCTION) IS ALSO EFFICIENT • BOTH CONTRIBUTE TO ORGANIZATIONAL GROWTH • ORG. BEGINS TO DO FEWER THINGS BETTER - MORE GROWTH MEANS ENVIRONMENT CONTROL • CHANGES ENVIRONMENTAL PERCEPTION FROM MODERATELY HIGH UNCERTAINY TO LOW UNCERTAINTY

  6. BECOMING A MACHINE ORGANIZATION FROM A SIMPLE STRUCTURE PRES. ASST ASST ASST DIRECT SUPERVISION - MUTUTAL ADJUSTMENT NO FUNCTIONAL DIFFERENTIATION LOW SPECIALIZATION OF WORK

  7. BECOMING A MACHINE ORGANIZATION AUTHORITY-COMMUNICATION FLOW PRES. Mgr. Sales Mgr. Fin. Mgr. Mfg. Asst Asst Asst Asst Asst Asst * - - - - - = FUNCTIONAL D.O.L * VERTICAL DELEGATION OF AUTHORITY FROM STRATEGIC APEX * MUTUAL ADJUST. WITHIN FUNCTIONS

  8. THE MACHINE ORGANIZATION AUTHORITY-COMMUNICATION FLOW PRES. Mgr. Sales Mgr. Fin. Mgr. Mfg. Asst. Asst. Asst Asst. Asst. Asst. Asst. Asst. Asst. ADD MORE PEOPLE AND BEGIN JOB SPECIALIZATION WITHIN FUNCTIONS

  9. THE MACHINE ORGANIZATION AUTHORITY-COMMUNICATION FLOW PRES. Mgr. Sales Mgr. Fin. Mgr. Mfg. Asst. Asst. Asst Asst. Asst. Asst. Asst. Asst. Asst. MFG. MIGHT INCLUDE 1. RECEIVING PARTS 2. ASSEMBLY 3. SHIPPING

  10. THE MACHINE ORGANIZATION AUTHORITY-COMMUNICATION FLOW PRES. Mgr. Sales Mgr. Fin. Mgr. Mfg. Asst. Asst. Asst Asst. Asst. Asst. Asst. Asst. Asst. MFG. INCLUDE 1. RECEIVING PARTS 2. ASSEMBLY 3. SHIPPING IF MORE WORK MEANS MORE PEOPLE - ALSO MEANS LESS CERTAINTY - SO BEGIN WRITTEN JOB DESCRIPTIONS AND ADD MORE DIRECT SUPERVISION

  11. THE MACHINE ORGANIZATION AUTHORITY-COMMUNICATION FLOW PRES. Vp. Sales Vp. Fin. Vp. Mfg. Mgr. Mgr. Mgr. S S S - - - - - = FUNCTIONAL D.O.L. SPECIALIZ’ TION FORMAL JOB DESCRIPS. ADDING LAYERS FORMAL COMMUNIC.

  12. SUMMARY: FUNCTIONS AND ORGANIZATION SIZE AND AGE • IN SMALLER, YOUNGER ORGS. - BOSS DOES • MANAGERIAL FUNCTION PLUS ALL OTHERS. • INDIVIDUAL STAFF CAN DO SOME AS LONG AS • BOSS AGREES. • IN GROWING, MATURING ORGS. FUNCTIONS • ARE SEPARATED INTO HIGHLY SPECIALIZED DEPARTMENTS OR UNITS • (DIFFERENT PEOPLE GROUPED TOGETHER BY FUNCTION) • DELEGATION OF AUTHORITY COMES WITH NEW STRUCTURE.

More Related