BA 5201 Organization and Management Organizational technology

1. BA 5201Organization and ManagementOrganizational technology Instructor: Çağrı Topal

2. Technology • The work performed by an organization • The knowledge, tools, machines, information, skills, and materials used to complete tasks within organizations as well as the nature of the outputs of the organization • The way an organization uses resources to produce products and services • Not only the machinery but also the method • Associated with organizational structure

3. Levels of technology • Organizational-level or core technology • Work unit or departmental technology • Interdependent relationships between work units or departments

4. Organizational-level technologyWoodward's classification • Technical complexity criterion • Unit or small batch technology • Mass or large batch technology • Continuous process or flow technology

5. Woodward's classificationUnit or small batch technology • A few units at a time • Customized production • Little stockpiling • Labor intensive • Custom tailor shop • Organic structure • Coordination with customization

6. Woodward's classificationMass or large batch technology • Many units of the same or similar product • Moderate capital and labor intensity • Undifferentiated output • Stockpiling possible • Clothing • Mechanistic/bureaucratic structure • Coordination with standardization

7. Woodward's classificationContinuous process/flow technology • Continuous production • Capital intensive • Standardized production and output • Direct labor involvement is little labor involvement • Breweries • Organic structure • Coordination with professionalization

8. Hull and Collins’ classificationTechnical batch technology • High knowledge complexity and small scale operations • General-purpose computer controlled and automated capital equipment • Professional and technical experts, and skilled and semi-skilled operators • Organic-professional adhocracy • High research and development, and innovative activity • Aerospace electronics

9. Hull and Collins’ classificationTraditional batch technology • Low knowledge complexity and small scale operations • General-purpose non-automated capital equipment • Skilled or unskilled operators • Simple traditional craft structure • Low research and development, and innovative activity • Dressmaking

10. Hull and Collins’ classificationContinuous process technology • High knowledge complexity and large scale operations • Automated and integrated, and sometimes computer controlled capital equipment • Skilled operators and a large number of engineers • Professional bureaucracy • Medium to high research and development, and innovative activity • Petrochemical plant

11. Hull and Collins’ classificationMass production technology • Low knowledge complexity and large scale operations • Automated, repeat-cycle, and sequential capital equipment • Semi-skilled operators and a small number of engineers • Mechanistic-bureaucratic or machine bureaucracy • Low to medium research and development, and innovative activity • Carburetor assembly

12. Service as a core technology • Intangibility • Customization • Customer participation • Simultaneous production and consumption • Labor intensity • Low workflow integration and organic structure • Low level of automation • Flexible workflow • Unclear and subjective evaluation measures

13. Work unit or department technologyDimensions • Task variety • Many or few exceptions • A large or small number of unrelated tasks and unexpected events • Various or limited raw materials • Flexibility or inflexibility • Task analyzability • Readily available or unavailable information • Standardized and programmed or ambiguous and complex

14. Work unit or department technologyCategories-craft technology • Low variety and low analyzability • Mostly organic structure • Moderate formalization and centralization • Experienced workers with moderate specialization • Moderate span of supervisory control • Horizontal communication • Test chefs and degustators • Somewhat flexible control and coordination

15. Work unit or department technologyCategories-routine technology • Low variety and high analyzability • Mechanistic structure • High formalization and centralization • Low skill and narrow specialization • Wide span of supervisory control • Little vertical communication • Maintenance and clerical jobs • Close control

16. Work unit or department technologyCategories-engineering technology • High variety and high analyzability • Mostly mechanistic structure • Moderate formalization and centralization • Formal training and moderate specialization • Moderate span of supervisory control • Vertical and horizontal communication • Accounting and legal research jobs • Somewhat close control and coordination

17. Work unit or department technologyCategories-non-routine technology • High variety and low analyzability • Organic structure • Low formalization and centralization • Highly trained and experienced workers and generalists • Small span of supervisory control • Extensive horizontal communication • Strategic planners and top management • Flexible coordination

18. Interdependent relationshipsThompson's framework • Interdependence and coordination • How much does one unit or department depend on another to complete work? • What is the nature of that interdependence? • How can we achieve the necessary coordination? • Mediating technology • Long-linked technology • Intensive technology

19. Thompson's frameworkMediating technology • Bringing together individuals, departments, or organizations with complementary needs • Standard operating procedures and manuals • Low need for communication and coordination • Low horizontal communication • No need to locate different units closely • Pooled interdependence • Relatively independent units

20. Thompson's frameworkLong-linked technology • Proceeding in a serial or step-wise fashion • Steps in sequential order • Interdependent units close or adjacent to one another • Communication channels between units • Scheduled tasks • Sequential interdependence • Relatively dependent units

21. Thompson's frameworkIntensive technology • Involving situations in which the outputs of one individual, unit, or department become the inputs of another individual, unit, or department • Different skills, techniques, and methods brought together to accomplish a specific purpose • Units located together to facilitate communication and mutual adjustment • Reciprocal interdependence • Interdependent units

22. Task/job design and technologyFitting people to jobs • Jobs nearly inflexible • People flexible • People selected and trained • Conducive to job specialization and assembly-line operations

23. Task/job design and technologyFitting jobs to people • Available labor force over technology • Technology and jobs consistent with available skills and abilities • Job redesign and job enrichment • Creating more challenging and motivating jobs

24. Task/job design and technologySocio-technical systems • Combining the first and second approaches • Qualities of individual employees, technologies, and relations between the two • Design of tools, equipment, and process depending on human aspects and adaptation