Org. Change Ch. 3 (Matching)

Specialization = The extent to which there are different specialist roles and how they are distributed Standardization = The extent to which an organization uses regularly occurring procedures supported by bureaucratic procedures Formalization = The extent to which written rules, procedures, instructions, and communications are set out for employees Centralization = The extent to which authority to make decisions lies with the top of the organization

Actor-Network Theory (ANT) = Explains the process of creating and maintaining networks for projects, focusing on rationales and concerns. Interessement = Occurrence leads to behavior aligned with desired outcomes by enrolling actors. Mobilization = Successful enrolment creates a network working towards solutions. Institutional Theory = Highlights cultural influences on decisions and stability of organizational arrangements, but not change.

Institutional Theory = Emphasizes stability, but environmental triggers and technology use impact structure. Chandler's Strategy-Structure thesis = Structure follows strategy due to economic efficiency, but Amburgey and Dacin show a more complex relationship. Isomorphism = Organizations in the same sector adopt similar structures due to conformity, mimesis, and risk aversion. Strategy-Structure relationship = Complex relationship where strategy influences structure more than vice versa.

<p>Ineffective organizational structures = Can result in low motivation, inadequate decision making, conflict, and rising costs. Strategy and structure linkage = Organizations change strategies in response to the environment and technology. Institutional Theory's influence on strategy-structure relationship = Complex influence where strategy influences structure more than vice versa. Institutional Theory's emphasis on cultural influences = Cultural influences impact decisions and stability of organizational arrangements, but not change.</p> Signup and view all the answers

<p>Departmentalization by product or service = Maximization of employee skills and market knowledge Muldivisional structure = Facilitates new and modified product ideas, product division profit centers, customer concentration, and opportunities for general manager training Matrix organization design = Involves overlaying a hierarchical structure with a horizontal one around big projects Project organizations = Operate primarily through project teams with functional departments having a supporting role</p> Signup and view all the answers

<p>Matrix structures have stages ranging from traditional functional structures to mature matrices with equal power for matrix bosses. = Matrix organization design New organizational forms, such as project organizations, operate primarily through project teams with functional departments having a supporting role. = Project organizations Advantages of matrix structures include connecting specialized knowledge to all projects, increased flexibility to form cross-functional teams, facilitating mechanisms for dealing with multiple sources of power, and building project loyalties. = Matrix organization design Disadvantages of matrix structures include complexity, administrative expense, difficulty in implementation, confusion over responsibilities, and potential conflict between functional and project managers. = Matrix organization design</p> Signup and view all the answers

<p>Matrix structures are beneficial when there's external pressure for a dual focus, a need for high information-processing capacity, and pressure for shared resources. = Matrix organization design Project organizations have characteristics similar to Mintzberg's 'Adhocracy,' which is a loose, organic network with few formal rules and regulations. = Project organizations Project organizations have internal, vertical, and dynamic types of networks. = Project organizations Matrix structures have stages ranging from traditional functional structures to mature matrices with equal power for matrix bosses. = Matrix organization design</p> Signup and view all the answers

<p>Network organizations = Offer flexible and adaptive responses to fast-moving environments, creating specialized units focused on customers and markets. Internal networks = Typical in situations where an organization owns most or all of the business assets. Verbal networks = Have assets owned by several entities dedicated to a particular business. Dynamic networks = Loosely coupled, with a lead firm identifying and assembling assets owned by other companies and functioning as a broker.</p> Signup and view all the answers

<p>Structuration theory = Offers an alternative view of organizational structure, explaining how structures emerge from human behaviour. Actor-Network Theory (ANT) = Recognizes that actors build networks involving both human and non-human actors. Successful translation in ANT = Involves four stages: problematization, interessement, enrolment, and mobilization. Managing lateral relationships in network structures = Is challenging due to the autonomy of autonomous organizations.</p> Signup and view all the answers

<p>Rapid expansion and synergistic results = Network organizations Reluctance to give up autonomy = Members in networks Use of technology to link people and ideas = Virtual organizations Emphasis on understanding social context shaping behavior = Structuration theory</p> Signup and view all the answers

<p>Decentralization = Distribution of authority and decision-making power to lower levels of the organization Bureaucracy = Characterized by rational legal authority, the idea of office, and impersonal order Flat structures = Wide span of control and fewer levels, reducing the number of levels while retaining the same number of staff Multifunctional structures = Common in organizations during stages of growth, characterized by functional departments such as marketing, finance, and production</p> Signup and view all the answers

<p>Structuring of activities = Concerned with how work is organized and divided within the organization Concentration of authority = Involves the centralization or decentralization of decision-making power Line control of work = Refers to the direct supervision and control of employees' work activities Support component = Includes functions such as human resources, IT, and administrative support</p> Signup and view all the answers

<p>Weber's ideal organizational structure = Includes specialization and division of labor, a hierarchical arrangement of positions, a system of impersonal rules, and impersonal relationships Post-structuralist approach = Argues that there is no natural way of ordering management of organizational activities, contradicting Weber's ideas Horizontal differentiation = Departmentalization of work based on the nature of work, size of the organization, and the need for a balance between strategic and operational decision making Multidivisional structures = Built around outputs rather than inputs and allow for faster responses to market conditions and better coordination between divisions</p> Signup and view all the answers

<p>Congruence factors = Stable and certain environment, small to medium size, routine technology, and goals of efficiency and technical quality favoring the adoption of multidivisional structures Size of the organization = A determining factor for horizontal differentiation or departmentalization of work Advantages of multifunctional structures = Clear career structure for functional specialists and development of technical skills, but can also have drawbacks such as difficult coordination and narrow thinking Multifunctional structures in stages of growth = Common in organizations during stages of growth and characterized by functional departments such as marketing, finance, and production</p> Signup and view all the answers

<p>Direction = Encourages standardization and formalization Efficiency = Balancing costs and benefits Proficiency = High levels of knowledge and skills Innovation = Searching for new products or services</p> Signup and view all the answers

<p>Entrepreneurial form = Low formalization and standardization, high centralization, authority located in a single person Machine form = High formalization and standardization, centralized authority vested in rules and regulations, functional departments Professional form = High complexity and formalization, low centralization, trained specialists for core work Adhocracy form = Very low standardization and formalization, little hierarchy, much use of temporary project teams</p> Signup and view all the answers

<p>Size = Positively correlated to overall role specialization and formalization of procedures Technology = Influences organizational structure and production systems Informational technology = Supports decentralization and matrix structures, gives managers the ability to push information closer to the point of use External and environmental influences = Depends on the capacity, stability, and complexity of the environment</p> Signup and view all the answers