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Evolution of Communication in Organizations: From Simple to Machine to Diversified

This lecture summary explores how organizational functions and structures evolve with size and age. From simple, stable environments with low uncertainty to machine-like organizations with highly specialized departments and formal job descriptions. The text delves into Mintzberg's model and the communication flow within machine organizations, emphasizing vertical structures and authority delegation. Issues such as excessive control leading to coordination problems, internal conflicts, and the struggle between initiative and rule-following are discussed.

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Evolution of Communication in Organizations: From Simple to Machine to Diversified

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  1. COMMUNICATION AND ORGANIZATIONS FROM SIMPLE TO MACHINE TO DIVERSIFIED: DEEPER,TALLER AND WIDER ORGANIZATIONS LECTURE 6a-b

  2. SUMMARY: FUNCTIONS AND ORGANIZATION SIZE AND AGE • IN LARGER, MATURE ORGS. FUNCTIONS ARE SEPARATED AND HIGHLY SPECIALIZED INTO DEPARTMENTS (DIFFERENT PEOPLE GROUPED TOGETHER BY FUNCTION) • DELEGATION OF AUTHORITY COMES WITH NEW STRUCTURE

  3. THE MACHINE ORGANIZATION AUTHORITY-COMMUNICATION FLOW PRES. Vp. Sales Vp. Fin. Vp. Mfg. Mgr. Mgr. Mgr. S S S - - - - - = FUNCTIONAL D.O.L. SPECIALIZ’ TION FORMAL JOB DESCRIPS. ADDING LAYERS FORMAL COMMUNIC.

  4. ENVIRONMENTAL OVERVIEW: BOX 2 • SIMPLE, STABLE: LOW PERCEIVED UNCERTAINTY • ENVIRONMENT: • SMALL NUMBER OF COMPONENTS • COMPONENTS SOMEWHAT SIMILAR • REMAIN BASICALLY THE SAME • SO, STANDARDIZATION OF WORK • APPROPRIATE STRUCTURE: • HIGH DIVISION OF LABOR (DOL) - HIGH JOB SPEC.’ZATION (MANY PEOPLE DO DIFF. WORK) • HIGH FORMALIZATION (DEPEND ON WRITTEN RULES) • HIGH CENTRALIZATION (AUTHORITY AT TOP)

  5. THE MACHINE ORGANIZATIONCommunication Flow: Vertical THE MACHINE ORGANIZATIONCommunication Flow: Vertical PRES. Mktg Mfg $ COMMUNICATION FORMAL 5 FUNCTIONS SEPARATED

  6. THE MACHINE ORGANIZATION(MINTZBERG MODEL) THE MACHINE ORGANIZATIONMintzberg’s Model STRATEGIC APEX MIDDLE LINE SUPPORT TECHNO- STRUCTURE OPERATING CORE

  7. THE MACHINE ORGANIZATION AUTHORITY-COMMUNICATION FLOW IN SALES PRES. Mgr. Sales Mgr. Fin. Mgr. Mfg. CENTRAL EAST WEST

  8. THE MACHINE ORGANIZATION AUTHORITY-COMMUNICATION FLOW PRES. Mgr. Sales Fin. Mfg. Regional Sales Director CENTRAL EAST WEST B.C. Alta. M & S

  9. THE MACHINE ORGANIZATION DEEPENING THEAUTHORITY-COMMUNICATION FLOW PRES. Vp. Sales Vp. Fin. Vp. Mfg. Gen’l Mgr. Sales Western Canada CENTRAL EAST WEST B.C. Director of Sales Sales Manager Vancouver Other B.C.

  10. MACHINE ORGANIZATION • ISSUES (INTERNAL ENVIRONMENT): • EFFICIENT, RELIABLE, PRECISE, BUT • OBSESSION WITH CONTROL LEADS TO COORDINATION PROBLEM • FOCUS ON RULES: (STANDARDIZATION OF WORK) • WHAT TO DO • WHO TO TALK TO • RULES CAN’T COVER EVERY SITUATION • CONSTANT STRUGGLE BETWEEN TAKING INITIATIVE AND FOLLOWING RULES

  11. MACHINE ORGANIZATION • ISSUES (INTERNAL ENVIRONMENT) : • OBSESSION WITH CONTROL LEADS TO COORDINATION PROBLEMS, CONFLICT BETWEEN DEPARTMENTS • AS EACH FUNCTION TRIES TO CONTROL ITS PROCESSES IT COMPETES WITH OTHER UNITS • ORG. SUCCESS LEADS TO ISSUES IN EXTERNAL ENVIRONMENT • NEED MORE CONTROL OF ENVIRONMENT • BOUNDARY SUPPORT FUNCTION ISSUES • CONTROL COSTS OF PROCURING INPUTS AND DISPOSING OF OUTPUTS

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