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COMMUNICATION AND ORGANIZATIONS

COMMUNICATION AND ORGANIZATIONS. FROM SIMPLE TO MACHINE TO DIVERSIFIED: DEEPER,TALLER AND WIDER ORGANIZATIONS. LECTURE 6a-b. SUMMARY: FUNCTIONS AND ORGANIZATION SIZE AND AGE .

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COMMUNICATION AND ORGANIZATIONS

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  1. COMMUNICATION AND ORGANIZATIONS FROM SIMPLE TO MACHINE TO DIVERSIFIED: DEEPER,TALLER AND WIDER ORGANIZATIONS LECTURE 6a-b

  2. SUMMARY: FUNCTIONS AND ORGANIZATION SIZE AND AGE • IN LARGER, MATURE ORGS. FUNCTIONS ARE SEPARATED AND HIGHLY SPECIALIZED INTO DEPARTMENTS (DIFFERENT PEOPLE GROUPED TOGETHER BY FUNCTION) • DELEGATION OF AUTHORITY COMES WITH NEW STRUCTURE

  3. 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.

  4. ENVIRONMENTAL OVERVIEW: BOX 2 • SIMPLE, STABLE: LOW PERCEIVED UNCERTAINTY • ENVIRONMENT: • SMALL NUMBER OF COMPONENTS • COMPONENTS SOMEWHAT SIMILAR • REMAIN BASICALLY THE SAME • SO, STANDARDIZATION OF WORK • APPROPRIATE STRUCTURE: • HIGH DIVISION OF LABOR (DOL) - HIGH JOB SPEC.’ZATION (MANY PEOPLE DO DIFF. WORK) • HIGH FORMALIZATION (DEPEND ON WRITTEN RULES) • HIGH CENTRALIZATION (AUTHORITY AT TOP)

  5. THE MACHINE ORGANIZATIONCommunication Flow: Vertical THE MACHINE ORGANIZATIONCommunication Flow: Vertical PRES. Mktg Mfg $ COMMUNICATION FORMAL 5 FUNCTIONS SEPARATED

  6. THE MACHINE ORGANIZATION(MINTZBERG MODEL) THE MACHINE ORGANIZATIONMintzberg’s Model STRATEGIC APEX MIDDLE LINE SUPPORT TECHNO- STRUCTURE OPERATING CORE

  7. THE MACHINE ORGANIZATION AUTHORITY-COMMUNICATION FLOW IN SALES PRES. Mgr. Sales Mgr. Fin. Mgr. Mfg. CENTRAL EAST WEST

  8. THE MACHINE ORGANIZATION AUTHORITY-COMMUNICATION FLOW PRES. Mgr. Sales Fin. Mfg. Regional Sales Director CENTRAL EAST WEST B.C. Alta. M & S

  9. THE MACHINE ORGANIZATION DEEPENING THEAUTHORITY-COMMUNICATION FLOW PRES. Vp. Sales Vp. Fin. Vp. Mfg. Gen’l Mgr. Sales Western Canada CENTRAL EAST WEST B.C. Director of Sales Sales Manager Vancouver Other B.C.

  10. MACHINE ORGANIZATION • ISSUES (INTERNAL ENVIRONMENT): • EFFICIENT, RELIABLE, PRECISE, BUT • OBSESSION WITH CONTROL LEADS TO COORDINATION PROBLEM • FOCUS ON RULES: (STANDARDIZATION OF WORK) • WHAT TO DO • WHO TO TALK TO • RULES CAN’T COVER EVERY SITUATION • CONSTANT STRUGGLE BETWEEN TAKING INITIATIVE AND FOLLOWING RULES

  11. MACHINE ORGANIZATION • ISSUES (INTERNAL ENVIRONMENT) : • OBSESSION WITH CONTROL LEADS TO COORDINATION PROBLEMS, CONFLICT BETWEEN DEPARTMENTS • AS EACH FUNCTION TRIES TO CONTROL ITS PROCESSES IT COMPETES WITH OTHER UNITS • ORG. SUCCESS LEADS TO ISSUES IN EXTERNAL ENVIRONMENT • NEED MORE CONTROL OF ENVIRONMENT • BOUNDARY SUPPORT FUNCTION ISSUES • CONTROL COSTS OF PROCURING INPUTS AND DISPOSING OF OUTPUTS

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