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Increasing Public-sector Effectiveness by Changing Organisational Culture - Coursework Example

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"Increasing Public-sector Effectiveness by Changing Organisational Culture" determines a model for organizational effectiveness in public-sector organizations. The organizational culture is shaped by organizational structure, environment, and values, beliefs and underlying assumptions. …
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Increasing Public-sector Effectiveness by Changing Organisational Culture
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Download file to see previous pages Organizations have structures. Structures include degree or type such as horizontal differentiation, vertical differentiation, mechanism of coordination and control, formalization, and centralization of power. Classical theorists such as Taylor, Fayor, and Weber are of the belief that there is a single best way for organizations to be structured. However, organizations vary considerably on structural attributes. Modern theorists are of the belief that there is not one single best way to organize. An important aspect is a fit between the organization’s structure, size, technology and requirements of the environment. This is also known as the “contingency theory.” Size refers to the capacity, number of employees, outputs, and resources. Differentiation such as departments, job titles and levels increase with size, but at a decreasing rate. Increased size relates to increased structuring but decreases in the concentration of power. Practices such as flexibility in assignments, the extent of delegation of authority, and emphasis on results relate to the size of the unit managed (Borgatti, 2001).

Some activities are a natural fit with certain structures. Firms making one-of-a-kind products or small quantities of products such as shipbuilding value people’s skills and knowledge more than machines; have work processes that are unpredictable or hard to automate; have fewer levels of hierarchy; have a low percentage of workers and lower span of control, and have organic structure. Firms selling huge volumes of identical products such as razor blades make heavy use of automation and assembly lines. Such firms have bigger batches; taller hierarchies; large levels at the bottom and a large number of managers; mechanistic and bureaucratic structures; and are relatively cheap to operate. Firms in continuous products such as chemical companies involve machines for most activities and humans simply monitor processes.  ...Download file to see next pagesRead More
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