The following just needs a reply The various organization types differ in three
ID: 1182763 • Letter: T
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The following just needs a reply The various organization types differ in three main aspects; Functional is that structure that divides the company in departments and such at assembly, paint, shipping and quality control, its best suited for smaller organizations with a single product or service, and then you have Divisional witch is a way of organizing the company by dividing it by the product that the company or organization produces, this is a better structures for a company with a wide range of products and services. Last but not lest is Matrix witch combines the best of Divisional and Functional, the largest and more complex companies such as Lockheed Martin, Rolls-Royce and Aerojet have this structure.Explanation / Answer
Definition of an organisation: Systems of activities and behaviours to enable humans and their machines to accomplish goals and objectives? a joint function of human characteristics and the nature of the task environment. Organisational Theory Organisations are 'complex adaptive systems' that use people, tasks and technologies to achieve specified goals and objectives. Organisational theory refers to how organisations are structured and how they are managed. Structure the organisation of the resources and assets and represents the division and distribution of work among members (managers and employees) of the organisation, and the co-ordination of their activities in such a way that they are directed towards achieving the declared goals and objectives of the organisation. Management is about how the organisation manages the structure, the resources and the activities within the organisation and how it measures and monitors the resulting performance towards achieving the declared goals and objectives of the organisation. Organisational theory attempts to explain how organisations work by defining the common features that organisations or groups of organisations share, by collecting data about them, and by analysing them, assessing 'what works where - and why!. (It is important here to understand that structure and management of organisations will differ - differ with the sector they operate in (public, private, voluntary) and differ with their various stakeholder configuration, differ also with the particular strategic goals and objectives they set themselves. There is therefore no one 'recipe' that will work across all, or even many, organisations, the structure will reflect what is today being called the 'DNA' of organisations - which takes into account organisational culture -'the way we do things around here' and other factors particular to any one organisation. Why we study Organisational Theory Organisational theory is especially useful for people who manage organisations, or who aspire to do so in the future. But whether or not you are a manager, if you work in public health, you will be working with organisations - hospitals, charities, local and national government etc - and so you need to understand them. It enables the manager to see that his or her organisation and its problems are rarely wholly unique. Usually, much of value can be learned from examining the behaviour of other organisations in broadly similar circumstances. It can help us to explain what is happening in our own organisation and to identify possible solutions to its challenges, issues and problems, provided the solutions selected take into account cultural and other key aspects and are not simply 'broad-brush' or replica implementations based on what is done elsewhere. Organisations, especially large organisations are generally 'complex', having many inter-related facets and areas that need to be co-ordinated, managed together to achieve efficiencies and effectiveness in achieving stated goals and objectives. Organisations also need to be 'adaptive', they need to respond to ongoing changes in the environments in which they operate e.g. the political, social, economic and technological conditions that together form the environment in which organisations operate. Even if you do not aspire to be a manager, organisational theory should be of interest to you. We live in a world of organisations - work, university, clubs, trade unions, professional bodies, shops, and so on. Organisational theory can help explain how they work and why they work in the ways they do. Understanding how they work may even enable you to get the best out of each of them! Drucker: suggests three criteria for effective organisations: They must be organised for business performance Their structure should contain the least number of management levels Organisational structure should facilitate training and testing of future organisation leaders Organisation Structure Definition: Structure is the pattern of relationships among positions in the organisation and among members of the organisation. The purpose of structure is the division of work among members of the organisation, and the co-ordination of their activities so that they are directed towards achieving the same goals and objectives of the organisation. Structure defines tasks and responsibilities, work roles and relationships, and channels of communication. Objectives of an organisation structure accountability for areas of work undertaken by groups and individual members of the organisation co-ordination of different parts of the organisation and different areas of work effective and efficient organisational performance, including resource utilisation monitoring the activities of the organisation flexibility in order to respond to changing environmental factors the social satisfaction of members of the organisation Dimensions of organisational structure Child (1988) suggests six major dimensions as components of an organisation structure: allocation of individual tasks and responsibilities, job specialisation and definition formal reporting relationships, levels of authority and spans of control grouping together of sections, departments, divisions and larger units systems for communication of information, integration of effort and participation delegation of authority and procedures for monitoring and evaluating the action motivation of employees through systems for performance appraisal Consequences of structural deficiencies (Child) low motivation and morale late and inappropriate decisions conflict and lack of co-ordination poor response to new opportunities and external change rising costs - e.g. diseconomies of scale Principles of organisational design and diagnosis Mintzberg suggests that organisational structures fall into five basic categories: simple structure: a centralised, perhaps autocratic arrangement typical of the entrepreneur-founded company. Little hierarchy or control exercised by the Chief Executive. machine bureaucracy: best at mass produced tasks and is characterised by many layers of management and formal procedures professional bureaucracy: likely to include some parts of the NHS - its administration is set by independent professional bodies. It tends to be more democratic and more highly motivated, with its lines of authority less clearly set. divisionalised form of bureaucracy: applies more to multinational or industrial corporations where a small central core controls key guidelines for a number of otherwise autonomous units. Despite being neither multinational or industrial the NHS today is reckoned to exhibit some characteristics of this structure adhocracy: often found in new technology industries, which need constantly to innovate and respond to quickly changing markets. Types of organisational structure This is essentially the process by which the organisation's mission is divided into discrete roles and tasks of individuals within the organisation. There are different ways of doing this. All essentially act initially by grouping key activities in the organisation and then allocating roles/tasks to individuals. These can fall into the following categories: functional product/ service geographical divisional matrix Functional - grouping of major functions e.g. contracting, information, finance, personnel and public health in health authorities Advantages increases utilisation and co-ordination of groups of people with technical/specialised expertise increases development and career opportunities for people in departments Disadvantages encourages sectional interests and conflicts difficult for organisation to adapt to product/service diversification Product/Service - grouping by service/ product i.e. orthopaedic, surgical, psychiatric, etc, rather than medical, nursing, paramedical, hotel services (functional). Advantages increases diversification adaptability increased if service/ product requires technical knowledge or large equipment Disadvantages encourages service conflicts Geographical - a nationalised service develops regions, areas or district health authorities. e.g.Primary Care Trusts, Strategic Health Authorities Advantages more responsive to local/ regional issues and different cultures, national/ state laws etc Disadvantages can lead to localities/ regions conflicting with each other Divisional - grouping of services and/ or geography and functionality (but with functions such as finance, personnel, planning retained at headquarters). suitable for international companies who are highly diversified, working in more than one country e.g. pharmaceutical company with divisions in each country producing and marketing products developed by parent company. Advantages corporate strategic control with production and marketing independence at divisions Matrix - grouping of projects and functions, e.g. NASA (highly complex industries), Primary Care Trusts (PCTs)
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