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COMMUNICATION IN ORGANIZATIONS

COMMUNICATION IN ORGANIZATIONS. ENVIRONMENT AND THE TYPE ONE ORGANIZATION Lecture 5 b. ENVIRONMENTAL OVERVIEW. 4. 3. COMPLEX. 1. 2. SIMPLE STRUCTURE. SIMPLE. DYNAMIC. STABLE. ENVIRONMENTAL OVERVIEW: BOX 1. SIMPLE, DYNAMIC: MODERATELY HIGH PERCEIVED UNCERTAINTY ENVIRONMENT:

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COMMUNICATION IN ORGANIZATIONS

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  1. COMMUNICATION IN ORGANIZATIONS ENVIRONMENT AND THE TYPE ONE ORGANIZATION Lecture 5b

  2. ENVIRONMENTAL OVERVIEW 4. 3. COMPLEX 1. 2. SIMPLE STRUCTURE SIMPLE DYNAMIC STABLE

  3. ENVIRONMENTAL OVERVIEW: BOX 1 • SIMPLE, DYNAMIC: MODERATELY HIGH PERCEIVED UNCERTAINTY • ENVIRONMENT: • SMALL NUMBER OF COMPONENTS • SOMEWHAT THE SAME • IN CONTINUAL CHANGE • APPROPRIATE STRUCTURE: • LOW DIVISION OF LABOR (MOST DO SAME WORK OR ALL CAN DO DIFFERENT BUT FAIRLY SIMPLE WORK) • LOW FORMALIZATION (FEW WRITTEN RULES-MUTUAL ADJUSTMENT)HIGH CENTRALIZATION (AUTHORITY AT STRATEGIC APEX)

  4. OWNER ASST. ASST. THE SIMPLE STRUCTURECOMMUNICATION FLOW ASST. INFORMAL (ORGANIC) STRUCTURE FOR COMMUNICATION CENTRALIZED AUTHORITY STRUCTURE- MGR’L FNTN - OWNER

  5. The B.A.R and Grille

  6. MINTZBERG: GRAPHIC MODEL THE SIMPLE STRUCTURE Owner/ President No Separate Support Staff No Technostructure No Middle Line Members of the Operating Core

  7. MINTZBERG: THE SIMPLE STRUCTURE(ENTREPRENEURIAL) • STRUCTURE: • SIMPLE, INFORMAL, FLEXIBLE • COORDINATION THROUGH DIRECT SUPERVISION AND MUTUAL ADJUSTMENT • CONTEXT: • SIMPLE AND DYNAMIC ENVIRONMENT - BOX 1 • E.G: GROW COMPANY- GET SALES- RESPOND • SMALL ORGANIZATIONS, OFTEN YOUNG Kit and AR

  8. MINTZBERG: THE SIMPLE STRUCTURE (ENTREPRENEURIAL) • ISSUES: • RESPONSIVE, BUT • VULNERABLE • INFORMATION OVERLOAD AT TOP

  9. The B.A.R. and Grille

  10. THE ISSUE OF OVERLOAD LEADS TO NEW STRUCTURE • OWNER DOES EVERYTHING The “One Brain” problem • OK AS LONG AS ENVIRONMENT DOESN’T CHANGE TOO FAST AND HE/SHE CAN TELL EVERYONE WHAT TO DO - • ASSISTANTS HAVE NO AUTHORITY TO DECIDE • SUCCESS - GROWTH- TOO MANY DECISIONS - TOO MUCH INFORMATION - HE/SHE DROWNS, THE ORG. BEGINS TO FAIL • UNLESS HE/SHE BEGINS TO • SEPARATE FUNCTIONS

  11. THE ISSUE OF OVERLOAD LEADS TO NEW STRUCTURE

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