structure_flashcards

(33 cards)

1
Q

What is a mechanistic structure?

A

Efficient, rigid, predictable, and standardized organizations that thrive in stable environments. Features: High specialization, rigid departmentalization, clear chain of command, narrow spans of control, centralization, high formalization

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2
Q

What is an organic structure?

A

Flexible, adaptive, outward-focused organizations that thrive in dynamic environments. Features: Cross-functional teams, cross-hierarchical teams, free flow of information, wide spans of control, decentralization, low formalization

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3
Q

How does work specialization differ between mechanistic and organic structures?

A

Mechanistic: High degree of specialization, narrow view of tasks. Organic: Low specialization, broad view of tasks

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4
Q

How does authority differ between mechanistic and organic structures?

A

Mechanistic: Very clear lines of authority, employees know exactly whom they report to. Organic: Although chain of command may exist, employees think more broadly about where responsibilities lie

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5
Q

How does decision-making differ between mechanistic and organic structures?

A

Mechanistic: High hierarchical control, managers’ consent needed. Organic: Decentralized, employees encouraged to make own decisions when appropriate

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6
Q

How does communication differ between mechanistic and organic structures?

A

Mechanistic: Vertical communication between employee and supervisor. Organic: Lateral communication encouraged, focusing on information and advice vs orders

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7
Q

What are the 4 factors that drive the decision to choose mechanistic or organic structure?

A
  1. Company strategy
  2. Company size
  3. Technology
  4. Business environment
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8
Q

What are the 3 types of organizational strategies?

A
  1. Innovation Strategy (emphasizes new products/services) - Organic fits best
  2. Cost-minimization Strategy (tight cost controls, price cutting) - Mechanistic fits best
  3. Imitation Strategy (moves into new products/markets after viability proven) - Either structure works
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9
Q

What structure should small companies choose?

A

Small companies should choose Organic structure

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10
Q

What structure should large companies choose?

A

Large companies should choose Mechanistic structure

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11
Q

What is Open System’s View of the organization?

A

The perspective that an organization is not isolated, but constantly interacts with its external environment, taking inputs (resources, information, people), transforming them through internal processes, and producing outputs (products, services, results)

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12
Q

What structure fits routine vs nonroutine technologies?

A

Routine technologies = Mechanistic. Nonroutine technologies = Organic

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13
Q

What is business environment?

A

Institutions or forces outside the organization that potentially affect the organization’s performance

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14
Q

What are the 3 dimensions of business environment and how do they impact structure choice?

A
  1. Capacity (degree environment can support growth): High = Organic, Low = Mechanistic
  2. Volatility (degree of instability): High = Organic, Low = Mechanistic
  3. Complexity (degree of heterogeneity): High = Organic, Low = Mechanistic
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15
Q

What are the 7 elements needed in modern day structures?

A
  1. Work Specialization
  2. Departmentalization
  3. Chain of Command
  4. Span of Control
  5. Centralization/Decentralization
  6. Formalization
  7. Boundary Spanning
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16
Q

What is Work Specialization?

A

To what degree are activities subdivided into separate jobs?

17
Q

What is Departmentalization?

A

On what basis will jobs be grouped together?

18
Q

What is Chain of Command?

A

To whom do individuals and groups report?

19
Q

What is Span of Control?

A

How many individuals can a manager efficiently and effectively direct?

20
Q

What is Centralization/Decentralization?

A

Where does decision-making authority lie?

21
Q

What is Formalization?

A

To what degree will there be rules and regulations to direct employees and managers?

22
Q

What is Boundary Spanning?

A

Do individuals from different areas need to regularly interact?

23
Q

What is a simple structure?

A

Organizational form where decision-making is concentrated in one leader or small team, allowing flexibility and quick adaptation. Features: Low specialization, minimal formalization, little hierarchy, centralized decision-making

24
Q

What is a bureaucratic structure?

A

Organizational form that emphasizes clear rules and procedures to ensure consistent, efficient, and predictable operations

25
What are the 3 types of bureaucratic structures?
1. Functional Structures (groups by type of work/function) 2. Multi-divisional Structures (separates into semi-independent units by product/geography/client) 3. Matrix Structures (combines two forms, employees report to multiple managers)
26
What are the 3 types of multi-divisional structures?
1. Product Structure (separated by product) 2. Geographic Structure (separated by location) 3. Client-Based Structure (separated by customer type)
27
What are the 5 elements in Max Weber's depiction of bureaucracy?
1. Hierarchy (chain of command) 2. Division of Labor (job specs, leads to specialization) 3. Formalization (written rules and regulations) 4. Selection/Promotion by Competence (based on demonstrated knowledge/skills) 5. Separation of Individual and Office (org equipment belongs to org)
28
What type of authority is at the core of bureaucratic structure?
Formal authority based on a person's position or role within the organization rather than personal traits or expertise
29
What is the principle of equity?
People should be treated fairly based on their contributions and inputs, and rewards should be proportional to what each person has invested in terms of effort, skills, or performance
30
What is a matrix structure?
Combines two different forms of grouping, requiring employees to report to more than one manager to coordinate multiple priorities
31
What are solid-line (vertical) managers in a matrix structure?
Primary managers who have direct authority over an employee's work, performance evaluations, and career development
32
What are dotted-line (horizontal) managers in a matrix structure?
Secondary managers who provide guidance, input, or coordination on specific projects, but do not have full authority over the employee
33
What are Centers of Excellence?
Specialized teams or units that provide expertise, best practices, and support across the organization to improve performance in critical areas such as technology, innovation, or process management