FORMAL ORGANIZATIONS AND STANDARDIZATION BUREAUCRATIC AND ORGANIC STRUCTURES BUREAUCRATIC STRUCTURES ORGANIC STRUCTURES DESIGNING THE ORGANIZATION

BY GROUP 5 MEMBERS:

ALJUN SIKAT JENILYN SARDA MARIEL ANN MANTILLA KRISTINE MAE LANTACA SHIELA rivera

FORMAL ORGANIZATIONS AND STANDARDIZATION BY: ALJUN SIKAT

FORMAL ORGANIZATIONS AND STANDARDIZATION Work can also be standardized by redefining the flow

of operations. Technology often dictates workflow. FOR EXAMPLE: Assembly line system represents a sequential flow of operations. A tire cannot be installed on a new car before the wheel assembly is attached to an axle ; similarly , brakes cannot be tested until the tires are in place. The sequential flow of operations dictates a standard pattern of work organization.

FORMAL ORGANIZATIONS AND STANDARDIZATION BY: ALJUN SIKAT Standardization may also result from management policies and legal mandates ranging from safety procedures to equal opportunity laws. Laws and rules impose constraints and lead to internal policies and procedures to guide management decisions. Policies and procedures do not necessary impose constraints , but they do define preferred behavior. Laws and rules, policies and procedures tend to standardize human effort. The stereotype of a standardized organization is bureaucracy in which jobs are formalized and workflow is prescribed.

BUREAUCRATIC AND ORGANIC STRUCTURES BY: JENNILYN T. SARDA

BUREAUCRATIC AND ORGANIC STRUCTURES Formalized organizations, particularly in the public sector , tend to be labeled bureaucracies. BUREAUCRACYS FORM OF ORGANIZATION: Is one in which activities are rationally defined. Division of work is unambiguous Managerial authority is explicitly vested in individuals according to skills and responsibilities prescribed for their organizations. It implies a less rigorous division of labor in a less formal environment.

BUREAUCRATIC AND ORGANIC STRUCTURES BY: JENNILYN T. SARDA

The fundamental difference between bureaucratic and organic organizations is in the degree of formalization Organic implies a flexible entity , one full of life . Both stereotypes may be unrealistic.

BUREAUCRATIC STRUCTURES BY : MARIEL ANN MANTILLA

The

German sociologist Max Weber coined the word Bureaucracy. he has been credited with creating an organization form that has Dominated Western Civilization during the twentieth century , one of that is Flexible , Formal , Coldly , Rational and Dehumanizing. he merely described and put a name in what he saw in European Organizations at the turn of its century.

FIGURE 9.5 WEBERS IDEAL BUREAUCRACY

Manager are career professionals, not owners of units they manage. Career Orientation Jobs broken down into simple , routine , and well-defined tasks. Division of Labor Bureaucracy should have Formal Rules and Regulations Uniform application of rules and controls , not according to personalities. System of written rules and standard operating procedures. People selected for jobs based on technical qualifications. Positions organized in a hierarchy with a clear chain of command.

Authority Hierarchy Formal Selections

Impersonality

FIVE CHARACTERISTICS OF MODERN BUREAUCRACIES

1. FIXED AND OFFICIAL JURISDICTIONS OF AUTHORITY Are governed by rules and regulations that fix decisionsmaking parameters , align specific duties , and strictly define command privileges. 2. FIRMLY ESTABLISHED RATIONAL CHAINS OF COMMAND Graded levels of authority are structured in an absolute hierarchy with a narrow span of control over subordinates. It is the positions that are defined , not the individuals who meet defined criteria ; positions are not redefined to suit individuals characteristics.

FIVE CHARACTERISTICS OF MODERN BUREAUCRACIES

A CHAIN OF COMMAND Is the unbroken line of authority between the lowest and the highest positions in an organization. A SPAN OF CONTROL Is defined by the number of subordinates one manager supervises. 3. QUANTIFIED AND THROUGHLY DOCUMENTED INFORMATION Nearly everything is reduced to writing in bureaucracy: decisions and conferences are recorded , files are maintained , and allocations are quantified , which creates complex administration system .

FIVE CHARACTERISTICS OF MODERN BUREAUCRACIES

4. SUPPOSITION OF EXPERTISE Because positions are filled by individuals who have met defined criteria , it is assumed that people at each skill levels have expertise. 5. ART OF MANAGEMENT Is recognized as important , managers of bureaucratic organizations rely on rules and procedures. A technically scientific management process , the bureaucracy is viewed as Inflexible , Formal , Coldly Rational , And Dehumanizing.

ORGANIC STRUCTURES BY: KRISTINE MAE LANTACA

ORGANIC STRUCTURES In the classic 1966 article The Coming Death of Bureaucracy , theorist Warren Bennis heavily criticized bureaucracies and proposed that we create organic organizations. HIS OBSERVATIONS AND IDEAS: Our need for rational form of organization modeled on machine efficiency and explicit , inflexible lines of authority is outdated. Webers ideal of rational organization was a response to the irrational world of work of the Victorian age , when employees labored under capricious managers and subjective rules. Formalized organizations brought order and provided employees with protection.

ORGANIC STRUCTURES
In contrast , Bennis believes todays world of rapid change , complex technology , and diversified knowledge requires flexible patterns of organization. Bureaucracies are ill-adapted to the evolving management philosophy of humanistic values with democratic ideals. In place of bureaucracy , Bennis has proposed flexible organizations ; with executive as coordinates and employees organized according to their personal skills. His article heralded the arrival of organizations based on groups of projects rather than of stratified authority.

DESIGNING THE ORGANIZATION: BY : SHIELA

CONTINGENCY THEORY AND ORGANIZATIONAL STRUCTURES Contingency theory implies that organizations must be capable of adapting to situations under various circumstances. Researchers have categorized factors into four basic concerns: 1. The organizations age and size 2. Its technology and that of the industry 3. Environmental forces that influence decisions 4. Power and personal attributes of the organizations management

AGE AND SIZE

Age and size of the organization usually define the need for approximately elaborate control systems . The larger the firm , the more elaborate the system needed for control ; hence , the more complex its administration. Older firms , particularly in older industries , develop more elaborate relationships with more differentiated and specialized administrative tasks. The age of company and of an industry influences organizational structure. The longer an organization has existed , the more formalized its behavior is likely to be.

AGE AND SIZE

With age come standardization of systems and procedures. The size of an organization influences its structure in several ways. The size of a company influences the degree of formal systems needed to control it. An organizations size also influences whether work will be approximately departmental. Management wants predictability across departments and stability within them. TECHNOLOGY Technology the most influential factor in a company , is the total accumulation of tools , system , and work methods used collectively to transform inputs into outputs.

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