Professional Documents
Culture Documents
Chapter 5
Designing Organizational Structure: Authority and Control
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Tall organization: an organization in which the hierarchy has many levels relative to the size of the organization Flat organization: an organization that has few levels in its hierarchy relative to its size
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Figure 5.2: Relationship Between Organizational Size and Number of Hierarchical Levels
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Figure 5.4: Relationship Between Organizational Size and the Size of the Managerial Component
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Communication problems: communication takes longer and is likely to be distorted Information may be manipulated to serve managers own interests Motivation problems: as hierarchy increases, the relative difference in the authority possessed managers at each level decreases, as does their area of responsibility Less responsibility and authority could reduce motivation Increased bureaucratic costs: managers cost money
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Argues that the number of managers and hierarchies are based on two principles
A manager wants to multiply subordinates, not rivals Managers make work for one another
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Principle of minimum chain of command: an organization should choose the minimum number of hierarchical levels consistent with its goals and the environment in which it operates Span of control: the number of subordinates a manager directly manages
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There seems to be a limit to how wide a managers span of control should be Dependent on the complexity and interrelatedness of the subordinates tasks
Complex and dissimilar tasks small span of control Routine and similar tasks (e.g., mass production) large span of control
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Figure 5.6: The Increasing Complexity of a Managers Job as the Span of Control Increases
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Horizontal differentiation is the principal way an organization retains control over employees without increasing the number of hierarchical levels
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Authority is delegated to the lower levels Decentralization does not eliminate the need for many hierarchical levels in large, complex organizations
Assists relatively tall structures to be more flexible and reduces the amount of direct supervision needed
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
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The purely bureaucratic form of administrative organization, that is the monocratic variety of bureaucracy, is, as regards the precision, constancy, stringency, and reliability of its operations, superior to all other forms of administrative organization.
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Rational-legal authority: the authority a person possesses because of his or her position in an organization Hierarchy should be based on the needs of the task, not on personal needs Peoples attitudes and beliefs play no part in how the bureaucracy operates
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Role conflict: when two or more people have different views of what another person should do, and as a result, make conflicting demands on that person Role ambiguity: the uncertainty that occurs for a person whose tasks or authority are not clearly defined
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Organizations should be arranged hierarchically so that people can recognize the chain of command
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Rules and SOPs are written instructions that specify a series of actions intended to achieve a given end Norms are unwritten Rules, SOPs, and norms clarify peoples expectations and prevent misunderstanding
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Bureaucratic structure provides an organization with memory Organizational history cannot be altered
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When I was president of this big corporation, we lived in a small Ohio town, where the main plant was located. The corporation specified who you could socialize with, and on what level. (His wife interjects: Who were the wives you could play bridge with.) The presidents wife could do what she wants, as long as its with dignity and grace. In a small town they didnt have to keep check on you. Everybody knew. There are certain sets of rules.
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Obsession with control also explains the frequent proliferation of support staff. Purchasing staff services (e.g. law office, factory cafeteria) from outside suppliers exposes the bureaucracy to the uncertainties of the open market. So it makes rather than buys.
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Standardized Procedures
You are not supposed to think. There are other people paid for thinking around here. Frederick Taylor
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Impersonal Relations
Role to role, not person to person. Holder of particular role expected to carry out its responsibilities in a rational and unemotional manner. Prevents feeling of friendship/family/pity etc. get in the way of tough decisions and enforcing rules.
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Role of Managers
Handling the disturbances that arise among the highly specialized workers of the operating core. By virtue of their design, Machine Bureaucracies are structures ridden with conflict; the control systems are required to contain it.
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Ya know, nothing happens in this place until we produce something. Production executive Wrong, nothing happens until we design something! R&D manager What are you talking about? Nothing happens here until we sell something! Marketing executive It doesnt matter what you produce, design or sell. No one knows what happens until we tally up the results! Accounting manager
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Advantages of Bureaucracy
It lays out the ground rules for designing an organizational hierarchy that efficiently controls interactions between organizational members Each persons role in the organization is clearly spelled out and they can be held accountable Written rules regarding the reward and punishment of employees reduce the costs of enforcement and evaluating employee performance It separates the position from the person It provides people with the opportunity to develop their skills and pass them on their successors
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
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Slow response to changing customer tastes, foreign competition, technological innovation, etc.
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Then the gardener stood up, looked at him, and said, And what would that be? Tzu-gung replied, You take a wooden lever, weighted at the back and light in front. In this way you can bring up water so quickly that it just gushes out. This is called a draw-well. Then anger rose up in the old mans face, and he said, I have heard my teacher say that whoever uses machines does all his work like a machine. He
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
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who does his work like a machine grows a heart like a machine, and he who carries the heart of a machine loses his simplicity. He who loses his simplicity becomes unsure in the strivings of his soul. Uncertainty in the striving of the soul is something which does not agree with honest sense. It is not that I do not know of such things; I am ashamed to use them.
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Bureaupathic Pathologies
Bureaupathic behaviour: Tendency of
employees to become more interested in the rules and their enforcement than in their purposes and goals of the organization.
bureaucracies. Frustrated employees, bottled up by high formalization, resort to sabotage, absenteeism, etc. to express their alienation and powerlessness.
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treat people like children, reducing opportunities for personal growth and maturity.
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Contingent workers: workers who are employed temporarily by an organization and who receive no indirect benefits such as health insurance or pensions
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
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