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COMMUNICATION IN ORGANIZATIONS

COMMUNICATION IN ORGANIZATIONS. ENVIRONMENT, STRUCTURE AND COORDINATION. Lecture 5 a. ENVIRONMENT AND ORGANIZATIONAL STRUCTURE. ORGANIZATIONAL STRUCTURE VARIES IN TERMS OF ENVIRONMENTAL DEMANDS. TWO DIMENSIONS FOR UNDERSTANDING ENVIRONMENT: SIMPLE COMPLEX FEW FACTORS MANY FACTORS

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COMMUNICATION IN ORGANIZATIONS

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  1. COMMUNICATION IN ORGANIZATIONS ENVIRONMENT, STRUCTURE AND COORDINATION Lecture 5a

  2. ENVIRONMENT AND ORGANIZATIONAL STRUCTURE ORGANIZATIONAL STRUCTURE VARIES IN TERMS OF ENVIRONMENTAL DEMANDS • TWO DIMENSIONS FOR UNDERSTANDING ENVIRONMENT: • SIMPLECOMPLEX • FEW FACTORS MANY FACTORS • SIMILAR NOT SIMILAR

  3. ENVIRONMENT AND ORGANIZATIONAL STRUCTURE ORGANIZATIONAL STRUCTURE VARIES IN TERMS OF ENVIRONMENTAL DEMANDS • TWO DIMENSIONS FOR UNDERSTANDING ENVIRONMENT: • SIMPLECOMPLEX • FEW FACTORS MANY FACTORS • SIMILAR NOT SIMILAR • STABLEDYNAMIC • NO/LOW CHANGE CONSTANT CHANGE

  4. ENVIRONMENT AND ORGANIZATIONAL STRUCTURE • SIMPLECOMPLEX • FEW FACTORS MANY FACTORS • SIMILAR NOT SIMILAR From a box manufacturer producing simple products with simple machines (simple) to a space agency that must use skill, knowledge and tools from a variety of fields to achieve complex outputs.(complex) Environment is complex to the extent that the org. must have a great deal of sophisticated knowledge about customers, products, etc.

  5. ENVIRONMENT AND ORGANIZATIONAL STRUCTURE • STABLEDYNAMIC • NO/LOW CHANGE CONSTANT CHANGE From a local woodcarver whose clients want the same pine carvings year after year (stable) to a CSI team who never know exactly what they will walk into.(dynamic) Environments are made dynamic (unexpectedly changeable) by demands for novelty, creativity (ad agency or TV net); rapid changes in technology or knowledge base (tech firm); unpredictable changes in weather (farming). In dynamic environment, the emphasis is on the unexpected or very rapid change.

  6. FOUR ENVIRONMENTS: AN OVERVIEW 4. 3. COMPLEX 1. 2. SIMPLE DYNAMIC STABLE

  7. 2A.DIVISIONALIZED BUREAUCRACY ENVIRONMENTAL OVERVIEW 4. 3. COMPLEX PROFESSIONAL BUREAUCRACY THE ADHOCRACY 1. 2. MACHINE BUREAUCRACY SIMPLE STRUCTURE SIMPLE DYNAMIC STABLE

  8. CONNECTIONS BETWEEN FUNCTION AND STRUCTURE KATZ/KAHN (FUNCTION)MINTZBERG (STRUCTURE) • PRODUCTION OPERATING CORE 2. MAINTENANCE TECHNOSTRUCTURE AND SUPPORT STAFF 3. BOUNDARY SUPPORT • PRO-DIS (THINGS) TECHNOSTRUCTURE AND OPERATING CORE • PRO-DIS (PEOPLE) TECHNOSTRUCTURE AND SUPPORT STAFF 4. ADAPTIVE SUPPORT STAFF 5. MANAGERIAL STRATEGIC APEX AND MIDDLE LINE

  9. MINTZBERG: GRAPHIC MODEL OF FUNCTIONS MATURE ORGANIZATIONS USE 5 STRUCTURAL COMPONENTS TO HANDLE THE 5 FUNCTIONS TO RESPOND TO THE FOUR TYPES OF ENVIRONMENT. THE SHAPE MATTERS - IT SHOWS YOU THE TYPE OF ORGANIZATION. STRATEGIC APEX SUPPORT TECHNOSTRUCTURE MIDDLE LINE OPERATING CORE

  10. MINTZBERG’S STRUCTURAL CONCEPTS AND REAL-TIME ORGANIZATIONS

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