The 4 Main Ingredients for Organizational Design
4 INGREDIENTS FOR ORGANIZATIONAL DESIGN
mechanistic structure is needed. Indeed, the organization will be task oriented, considering people only the
meaning to achieve goals and the technological complexity is very high and, therefore, previously
programmed. The main focus of the organization will be exploiting the current resources to implement only
Moreover, the task orientation of the organization will affect the behavior that people will provide. Since the
organization is a complex setting of diversity, there is a strong need of integration in order to avoid conflicts
and achieve goals faster and more smoothly. Therefore, people will be grouped in different subunits,
according to their capabilities. In this way, the team members have the chance to get to know each other
and slowly integrate their differences through the internalization of certain norms and values that will
coordinate and monitor their behavior. Mutual adjustment becomes, so, the main integrating mechanism.
Nevertheless, they slowly will develop a subunit orientation, the tendency to see one’s role from the time
frame, job and personal interconnection under its own perspective. If the group cohesiveness is very strong
than another drawback might arise: the groupthink. The latter is the set of faulty decision-making that arises
when the group members will discount negative information to arrive a unanimous agreement. This can be
the effect of the internal social network, when people working in a group create a strong friendship which
tend to reduce the overall productivity. The more friends you have around the more you will be concerned
about them, and you’ll tend to reduce your own productivity to align it with one of your friends.
However, in order to protect the organization from the subunit orientation, a CONTROL SYSTEM will be
employed. Control is the process of monitoring activities and their performance, ensuring that their interests
and effort is aligned to the one of the organization. The aim is to achieve the predetermined goals.
Moreover, the diverse control mechanisms affect the motivation and the behavior of people. It is important
to create a fit among people and monitoring, example: giving a performance pay reduces the need of
monitoring directly their actions. Sometimes, direct supervision of top managers can destroy internal values
and norms and worsen performance.
There are 3 mechanisms: market, organization and clan.
Market mechanism controls the market transactions. Complete and short-horizon contrasts can
Organizational mechanism is about the internal control of the organization, monitoring how
people allocate their effort and how they manage situations.
The clan mechanism is based on the social dimension and it is tied to the high human commitment resource
management. Both are the goal to create a culture that emphasises cooperation and collaboration, based on
trust and deep involvement. A manager, in order to create a clan, has to analyse the abilities and the
experiences of people.
To accomplish this task, it’s necessary the use of the economy of specialization, based on the cluster analysis.
This method is used to group people according to their similar CAPABILITIES, SKILLS AND KNOWELDGE.
Moreover, managers have 3 methods to study the “internal availability of competences”:
1. Stock of competences
2. Learn the effect of organizational tasks on people’s abilities
3. Combinative capabilities: these are all available intangible resources that an organization has. It must
be able to create strong fits among people’s abilities and organizational technology, exploiting the
result of the combination.
This analysis is called Zero Base Review framework, a study that uses the bottom-up strategy. Indeed, it
starts mapping all the activities inside the organization for them arriving to the organizational structure, by
studying the interdependences among activities in order to group the ones that are share the have the same
+1 anno fa
Questi appunti danno un quadro generale del corso, focalizzandosi sui quattro pilastri dell'organizzazione aziendale. Il tutto verge e si collega a questi fondamentali - the flow of activities, task oriented behavior, control and combinative capabilities. Inoltre, essi collegano ad ampio raggio i principali argomenti del corso con una visione definita e dettagliata. Infine, questi appunti mi hanno aiutato a raggiungere la votazione massima.
I contenuti di questa pagina costituiscono rielaborazioni personali del Publisher beatrice_fontana di informazioni apprese con la frequenza delle lezioni di Introduction to the Modern Firm 1 e studio autonomo di eventuali libri di riferimento in preparazione dell'esame finale o della tesi. Non devono intendersi come materiale ufficiale dell'università Ca' Foscari Venezia - Unive o del prof Pontiggia Andrea.
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