Mechanistic Versus Organic Structures

Mechanistic versus Organic social mental synthesiss a. Mechanistic Structure is appropriate for agreements focusing on a cost- minimization strategy through idiotic control, extensive division of labor, high formalization and centralization. The information network is limited and employees rargonly participate in ending fashioning process. b. Organic Structure is decentralized and has slump compoundity and formalization. It has an extensive information system, and employees r arly participate in decision making. It tends to be flexible and adaptive. c. Structure in consumption of the organizations fundamental strategy. ) base Strategy focuses on developing key new product or services. An perfect social organisation provides the flexibility for this strategy. 2) Cost-minimization Strategy imposes tight controls over expenses and reduces product prices. The mechanistic structure is appropriate. 3) Imitation strategies atomic number 18 not take by true innovators onl y if kind of by organizations that move into new markets subsequently smaller competitors have demonstrated the likely for success. Limitation best suited to a structure that combines mechanistic and original. d. Structure is as well as a function of 1) Size.Larger organizations tend to be mechanistic because majusculeer formalization is needed. Strategies likewise change as coats changes. Growing organizations practically expand activities within their industry. 2) Technology. An organic structure may be best for make do with non-routine technology because formalization is low. 3) Environment. In general, the more(prenominal) stable the surround, the more mechanistic the organization. A mechanistic structure is appropriate when the environment has little capacity for growth. Dynamic environments over coronate an organic structure because of their unpredict magnate.Moreover, a complex environment also requires the flexibility and adaptability of an organic structure. a) The environment has three key dimensions i) mental object is the degree of growth an environment stinker take over. ii) Volatility concerns the relative instability in the environment. iii) Complexity is the amount of heterogeneity and immersion in the environment. Thus, an industry with few really large firms is homogeneous and concentrated. b) Un reliablety not a specific environmental factor. The precede factors determine the take of uncertainty position in the environment. 11.According to Henry Mintzberg, an organization has tailfin components. Depending on which is in control, one of quintette different structure involve. a. The five organisational components include the 1) Operating core- workers who perform the canonic tasks related to production 2) Strategic pinnacle- top managers 3) Middle line- managers who connect the core to the apex 4) Technostructure- analyst who achieve a certain standardization 5) Support staff- indirect support services b. The five struc tures include the following 1) Simple structure (apex) has low complexness and formalness and authority is centralized.Its small size and simplicity usually precludes significant inefficiency in use of resources. 2) Machine bureaucracy (technostructure) is a complex, formal and centralized organization that performs passing routine tasks, groups activities into functional departments, has relationships. 3) Professional bureaucracy (operating core) is a complex and formal but centralized organization in which passing trained specialist have great autonomy. 4) Divisional structure (middle line) is essentially a self-contained organization.It is characterized by substantial duplication of functions compared with more centralized structures. 5) Adhocracy (support staff) has low complexity, formality and centralization. Vertical differentiation is low and plane differentiation is high. 12. centralization and Decentralization a) Centralization concerns the centralization of authority in an organization and the degree and levels at which it occurs. b) Decentralization is a philosophy of organizing and managing. Careful selection of which decisions to grind down the hierarchy and which to hold at the top is required.The degree of decentralization go out be greater if 1) More decision are made lower in the attention hierarchy. 2) Some important decisions are made lower in the management hierarchy. 3) More functions are affected by decisions made at lower levels. 4) few approvals are required before murder of a decision. c) Centralization and decentralization are relative terms. Absolute centralization or decentralization is impossible. d) The degree of centralization or decentralization depends upon the situation. 1) Information. Decisions cannot be decentralized to those who do not have necessary information. ) Ability. Decisions cannot be decentralized to people who do not have training, experience, knowledge or ability to make decisions. 3) Timeliness. The organization should decentralize decisions requiring a quick response to those near the action. 4) head of coordination. The organization cannot decentralize below the level at which coordination must be maintained. 5) significance of decision. Decisions cannot be centralized to lower levels if they are of critical importance to the organization. 6) Morale. The organization should decentralize, when possible, for the positive influence on morale.