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Bob’s suggestion to the R&D department is mechanistic organisational structure. This organisational structure divides the tasks, duties and responsibilities among the company members. There are four main principles of scientific management of mechanistic organisational structure, which include developing the standard of work practices and standardising the used by workers, selecting and training every worker scientifically, ensuring the work done correspond to the standard by collaboration between management and employees, planning and making task assignments by management and carrying out assigned tasks by employees. In addition, bureaucracy is another characteristic of mechanistic organisational structure. Bureaucracy involves six features,
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The responsibility of scientists is inventing new drugs. The types of drugs should appropriate for now society situation. Different scientists may have different ideas of the drugs invention. If the scientists share their ideas to each other, it can summarise the opinions from all scientists to make the most effective drugs. They are communication with “horizontal”. The employees in organic organisational structure are working in groups and coordinating of tasks. However, the employees in mechanistic organisational structure are working separately. Scientists cannot discuss during drugs invention, the ideas may not be comprehensive. Therefore, the drugs may not be the most suitable for the society. Moreover, organic organisational structure adapt to unstable situation but mechanistic organisational structure is under rules and standard procedures. Since the situation of society is changeable, the drugs cannot create standardised. Also, mechanistic system scarcities of job challenges, mental stimulation, skills level and autonomy of work. Based on above conclusions, I think organic system is more fitting to R&D.
Reference
Burns, T. 1963(2007). “Mechanistic and Organismic structure.” In Pugh, D.S. (ed.) Organization Theory. London: Penguin Group.
Champoux, J.E.(2011) Organizational Behaviour: Integrating Individuals, Group and Organizations (4th ed.). New York Routledge.
Daft, P.L.(2013) Organization Theory and Design (11th ed.). Mason, Ohio: South-Western Cengage
An innovative organizational structure is characterized by being flexible, adaptable, and open to experimenting with new ideas. Every aspect of their company can fit up under this organizational structure. Their lax in use of a formal hierarchy structure and excessive titles contribute to this reasoning. The emphasis they put on developing new ideas and using updated technologies also support this organizational structure.
Perrow, C. (1973), “The short and glorious history of organisational theory”, Organisational Dynamics, vol. 2, no. 1, pg.2-15
Organization is a big management function at Baxter Healthcare. It takes a tremendous amount of organizing to run a successful organization year in and year out. There are many branches of the organizing function of management that are used in daily, monthly, and yearly activities. For the management of my organization, organizing is as critical aspect of planning for the present and future as any. In this paper I will discuss the importance of knowledge and technology in the organizing aspect of my organization and how they play a role in current and future activities.
The team/matrix structure within this organic model clearly creates product innovation, job satisfaction, across the board high profits and lower costs. This is a result of the organic model with a team/matrix structure influenced by their innovation strategy.
The Foodcorp is a big organization of more than twenty thousand employees. The structure should help the organization achieved established goals and objectives. Therefore, the appropriate structural design is very crucial. The performance and the efficiency of the organization can be enhanced through specialization and appropriate division of labor. Foodcorp used a matrix structure but the management style of Foodcorp seemed to be a one boss arrangement. Information and decisions directly comes from the top. As we can see from the chart, group members report and communicate primarily with president. In my opinion, this style will work best in a simple organization, but not for a big organization like Foodcorp. If it relies too much on the president, the employees might face with many problems such as delays and bad decisions. Finally, Foodcorp may suffer from its structure. In my ...
The three perspectives can be compare and contrasted by using the organization structure which is the social and physical structure. Social structure is defined as connection and interaction between employees each department in an organization whereas physical structure is the actual layout of organization (Lecture slides, week 4, 2014, structure, culture and design). The social structure concept is developed by Max Webber for the purpose of looking through the division of labor, hierarchy of authority and corporate rules and procedures (Hatch and Cunliffe, 2009, p.103). Therefore, from a modernist perspective, it is clear that, structure differentiates through characteristic such as a flat or tall organization structure. Tall organization structures are those with divisions of labor through having many vertical hierarchy levels from top to bottom with only a few departments. Tall organizations on the other hand are those structures with a big number of divisions while having less hierarchical levels (Lecture slides, week 4, 2014, structure, culture and design). Modernists believe ...
Organizational structure within an organization is a critical component of the day to day operations of a business. An organization benefits from organizational structure as a result of all it encompasses. It is used to define how tasks are divided, grouped and coordinated. Six elements should be addressed during the design of the organization’s structure: work specialization, departmentalization, chain of command, spans of control, centralization and decentralization. These components are a direct reflection of the organization’s culture, power and politics.
Scientific management is a way that an organisation regulates their staff within a workplace. The theory behind this is accomplished by selecting the ‘best person for the best role’, who will undertake the training to train each worker to do a ‘specific role the right way’ (Frederick Taylor). This extracts the responsibility from the employee whilst handing over executive decisions to the employer to make strategic directions. Frederick Taylor required the managers to set the tasks for the employees in advanced and that each task was to be detailed to each employee, to be done in a certain way and completed by an exact time no less.
Coser, Lewis A. edt. 1975. The Idea of Social Structure: Papers in Honor of Robert K. Merton.
The major change came through the work of Fredrick Winslow Taylor and his theory of scientific management system. It was not that Taylor was unique or completely new; only time and motion study could be put in that category. The trend was already moving towards systematic management such as formal management methods or by cost ...
Organizational structure is the way that an organization arranges people and jobs so that work can be performed and goals can be achieved. Good organizational design helps communications, productivity, and innovation. Many organization structures have been created based on organizational strategy, size, technology, and environment. Robbins and Judge (2011, p. 504) listed three common structures: simple, bureaucracy, and matrix. In this post the author will describe the matrix structure, and discuss its advantages and disadvantages.
The strengths in creating a divide between management functions and work functions have been employed widely at all levels and in all industries. Scientific management makes organisations efficient by replacing the rule of the thumb
The concept of scientific management is based on the idea that work could be studied to increase efficiency, and specialization. Economist Adam Smith changed the way the world looked at the economy and organization. In his essay, “Of the Division of Labour,” Smith emphasizes the importance of specialization, and how division of labor leads to specialization. He states that this would allow a worker to be more productive and efficient (Shafritz, Ott, & Jang, 2011, p. 41-45). Frederick Taylor introduced the principles of scientific management, which stated that management is a science, workers should be scientifically selected and trained scientifically, and both management and workers should work together.
Understanding the structure of an organization plays a vital role in laying the blueprint for how a company will be managed and organized. It provides a well-defined framework that outlines the roles and responsibilities of each employee in a particular company. It shows how each employee interacts and works one another in achieving the goals of a company. In other words, organizational structure is a reflection of the working relationships that govern the workflow of the company. It has a profound effect on a company’s structural dimensions, which includes formalization, specialization, hierarchy and centralization.
Scientific management can be defined from a broad sense as the endeavors made in order to come up with suitable systems in the sector of industrial production and organization. In a narrower sense, it refers to the specific principles that were championed by Fredrick Taylor who was an engineer before the First World War. Taylor focused on ways of increasing productivity and reducing waste that resulted from management controlling the labor process. It is important to realize maximum output from every individual or machine and it is only through embracing scientific management that these problems could be solved. The central way that Taylor proposed of achieving these goals was task idea which was regarded as the single most important concept in scientific management. Task idea held that the tasks of every worker were to be planned out and the workers given clear instructions with details of the work they were supposed to do and ways of doing it.