Earlier Approaches of Organization Structures - Essay Example

? Leadership and Management Earlier approaches of organization structures An organization structure is the way the inner frameworks of an organization are planned; it also shows how the workforce is planned and how work itself is carried out. There is the classical form and modern approaches through which an organization can be structured. The theory to be used for structure analysis is the organization theory. This is a theory that tries to explain how organizations work so that understanding and appreciation of an organization is realized (Jones & George, 2011). It is true that earlier organizations concentrated in organization structures that concentrated on limited approaches. This has been a challenge and it is time that organization and management went on a broader front. This can and only is doable by doing a comparison of the available different approaches of organization and management available alongside a thorough study of different types of organizations, their structures and management styles employed (Jones & George, 2011). The identification of the organization type is something that is of utmost fundamental. In earnest organizations exists in four major types, which defines the culture and structure to be employed by an organization. Organization type is determined using Organizational Culture Assessment Instrument (OCAI), which measures organization type based on ratio vs. flexibility and internal vs. external ratios. In this context, we have hierarchical organizations, which are majorly bureaucratic in nature and quite effective in relatively stable environments. Then exists a market organization is applicable in highly competitive environments and adopts task culture. The third is a family organization; this form is family based, employs professional bureaucracy, teamwork, and advocates for norms and values. We also have the adhocracy, which is a form developed out of inventions and innovation, its outstanding character is a combination of both task and personal cultures (Jones & George, 2011). For the organization to function properly, the structure in place should be supportive of the type of organization. Organization structures are the established patterns of relationships of the components and aspects of the organization. Tasks are done in relation to controls, coordination and motivation of employees in the formal systems (Jones & George, 2011). Good organization structures results into outputs of the organization hence achievements of the aims and goals of the organization. Therefore, organization culture can be compared to the skeleton in the human body. Organization type, combined within the right structure and crowned with the relevant management style is a complete and successful organization. There are varieties of management styles that can be employed in any form of formal organization. They range from autocratic all the way to the participative and democratic styles, which are the most applicable in today’s organizations (Jones & George, 2011). There are many ways of categorizing approaches to organization; the earliest with limited variety of options is the classical approach. Others approaches would entail, human relations, systems and contingency approaches, apart from these, other like decision making, social action and postmodernism are also given consideration. In this case, we would look at the classical approach; this approach simply views an organization in terms of the purpose and the formal structure of the organization. This form of approach looks at an organization in strict senses in terms of work being planned, organizational technical requirements, the principles of management developed and applied and finally the assumptions that are based on logics and rationality in behavior of the stakeholders. The reason for the formation of an organization is the core towards understanding how an organization works; it again helps in understanding the components of the organization that needs to be changed for the organization to be efficient in its service provision. The reasons for formation and responsibilities have to be made clear; these are arrived at from the aims of the organization so that an efficient structure is realized. Classical organizations directed most of their attentions to work division, well and clearly defined duties, support of specialization and wellness in coordination of activities. Classical organizational structures are proponents of bureaucracy, hierarchy and formal organizational relationships. The above areas are summarized on the common principles of co-ordination, scalar and functionality (Burke, 2011). Any form of organization exhibits any of the four principles of organization defined below. Principles of any organization helps create a flexible sense in any organization where they are applied most so when the pattern used is defined. The principles in themselves have many variations, one of the principles is the chronological or time order, which ensures that events are done in a timely manner, and it can fit different rhetorical pattern or modes. Another principle is the spatial order, which ensures that components of an organization are arranged according to their relationships or physical location. Climactic order on the other hand does the categorization on order of importance right from the least important to the most important. Lastly, we have the topical order, which is quite broad, and it is a form of a catchall pattern (Burke, 2011). Changing nature of work environment Organizations therefore need to change from the hierarchical older system to the transformed system, which allows for several modifications. This has hit a challenge though since those for the bureaucratic system are so rigid and do not want to hear of anything less than the older system. The proponents are comfortable with the traditional cultural values; they are resistance to change preserving a culture of mistrust and always only willing to be under control within the undemocratic environment (Burke, 2011). There is therefore need for change in terms of setting new principles, which would lead to a shift in values, and organizational structure hence improved customer service. Organizations structures normally change concerning the changes in organizational needs. Organization needs change from time to time due to the ever-rising complexity in organizations and the ever-increasing competitive environments. For successful changes there has to be downsizing and instead of employing internally most modern organizations outsource. Addition of departments and divisions in an organization are also some forms of an organizational change (Dickens, 2004). Recent approaches of organization structures Project organizational structures advocates for the teamwork approach where the employees’ tasks and duties are coordinated throughout all departments. The organization in this form of structure derives benefits from across all the departments since the skills are widespread within the organization. It only ends when the intended projects conclude. Another recent form of an organizational structure is the functional form, which groups together the workers into departments by way of their functional areas and commonality in skills. This forms of organization experience clearly defined line of authority. The major disadvantage would be poor communication and disarray in organization coordination (Baligh, 2006). Organizations face many challenges, which range from management to in the offices all the way to the interaction of the workforce. One of the challenges is the inability to the achievement of its primary objectives, discouraged workforce, which discourages performance and innovation in decision making and products invention. Rigidity is also a challenge most so when bureaucracy is the form of leadership employed. If the challenges are not addressed in time the organizations risk being derailed from their course of operations (Baligh, 2006). Matrix organization on the other hand brings together the unique features of a project with those of a functional organizational structure. It helps solve the problem of miscommunication and mis-coordination in modern organizations. Relationship between organization structure and culture Organization structure and culture are vital components of an organization that are not always given the consideration that they deserve. Organization structure refers to the way in which various organizational activities are divided, arranged, and the efforts made to ensure they take place. An organization therefore needs to be well structured to undertake the tasks that it is formed to undertake (Baligh, 2006). Contrary, organization culture is a complete set of norms, values and beliefs upon which an organization are founded, such values are normally unplanned and they are developed over time. However, culture within an organization has great impact on how an organization works its effectiveness and efficiency. Culture can be assessed and reformations made over time if the existent ones are found to be inappropriate (Fullan, 2001). It is extremely difficult to distinguish organization structure from the culture; it is even more difficult defining them within an organizational set up. Though organization structure works within an organization culture and in a separate manner, they are closely related (Baligh, 2006). Organizational culture is broader and acts on both larger and smaller issues alike within an organization. Organization structure on the other hand deals within the set culture. Examples of issues handled here are how the management works and how complaints are passed through the relevant steps. Organizational structure within an organization also works in a way to explain how the interrelated groups within an organization are able to work within the larger front view. An effective organization structure therefore provides free flow if communication and increases the level of coordination within an organization. The relationship that exists between organization culture and structure is that, organization culture sets the stage under which organization culture works to create efficiency within an organization. Efficiency in its case would be a measure of the performance of the organization and achievements of its activities (Fullan, 2001). References Baligh, HH 2006, Organization structures theory and design, analysis and prescription, Springer: New York. Burke, WW 2011, Organization change: theory and practice 3rd ed, SAGE Publications: Thousand Oaks. Dickens, P, 2004, Society & nature: changing our environment, changing ourselves, Polity Press: Cambridge, UK. Fullan, M, 2001, Leading in a culture of change, Jossey-Bass: San Francisco. Jones, GR & George, JM 2011, Essentials of contemporary management 4th ed, McGraw-Hill/Irwin: Boston. Read More