Machine and Professional Bureaucracies - Coursework Example

Machine and Professional bureaucracies Contrast the detailed, specific recommendations or strategies for organizational design for machine bureaucracy from professional bureaucracy. In management, machine bureaucracy is a form of organization structure characterized by intense formalization and decentralization of written rules through an elaborate hierarchy. Ideally, the execution of routine tasks through a hierarchical system may be through technical aspects within which a set of rules and guidelines apply. The process is co-coordinative basing upon cohesion mechanisms that may facilitate the set of hierarchical routines. Fundamentally, the hierarchy of operations is in grouping in which they all form a sequence within the technical process. For instance, the first group within the processing sequence may be the preparation of raw materials, followed by the transformation and synthesis of the raw material then lastly packing may be the stage of processing. On the other hand, professional bureaucracy is a form of organization system in which the handling of technical processes is by skilled professionals. In essence, this form of organization requires the application of skills and knowledge making the nature of this work complicated. In this form of organizational structure, the grouping of the technical operators is per their skill level making it an internal and decentralized system of organization. Better-placed examples of this operation system would be the categorization of health care professional according to their field of study like neurologists, cardiologist, and surgeons among many others. Further professional bureaucracy is horizontally meaning that the execution of technical tasks does not rely on co-ordination form other specialists. On the contrary, this system of technical execution of tasks is predictable as responsibility lies on the individual that has specialized on a certain area of operations. The Machine Bureaucracy Ideally, the machine bureaucracy system can have relevance to machines in that the various parts or compositions complement the execution of a major objective. This means that one part of a group may not function without the involvement of other groups involved in the process. A routine is essential in the execution of the technical tasks involved in processing in which the rules applied at one end of the process may be inapplicable on another stage of processing. This presents the aspect of specialization in which employees at one end of the process focus on understanding how the machines in their section work and not the other way around. For every stage of the technical process, there is a line manager whose tasks include handling conflicts within their line, to liaise with technical operators in order to maximize the standards of operations, and lastly to support the downward organizational scope of management. The obvious depiction here is that the incorporation of standards through out the technical process reflects on the intensity of informal strength adopted. However, the principal power lies at the top of the technical process meaning that the rules and regulations trickle down from the upper management to the other levels of the employees. Arguably, machine bureaucracy organizational structure takes root in companies that engage in massive productions. The level of stability enjoyed by this organization structure is impeccable as it makes it convenient for non-adaptation to concepts that may jeopardize their level of production. Moreover, this structure works towards the elimination of uncertainties through the influence that they would exert on outsiders. With this aspect, this structure lacks proper avenues within which conflict resolution may occur hence influencing the suppression of immense anger and dissatisfaction. Professional bureaucracy In this level of organization, power aspects lie within the workers that have specialized in certain fields hence making them dominate work activities. This understanding of what other may consider complex exemplifies their control over an institution hence making this structure to be professional bureaucracy. Ideally, this mode of organizational technique allows for the devolution of power and the adoption of standards that require individual workers to have a specified line of training. On the contrary, the reliance on competent staff to form the organization structure serves as the prime technological essentials. It limits expertise to relative field to which analysts refer to this as pigeonholing the present problem. On the other hand, the execution of tasks in this system evokes the categorization of client needs, choosing on the applicable solutions to the needs, and finally implementation of one of the solutions from the assortment. However, professional bureaucracy experience impediments that make their execution of organization related tasks unattainable or relatively slow. The process involved in task execution relies on one individual hence making it extremely challenging for these professionals and the implementation of solutions on not so familiar situations. In addition, the chances of getting non-cooperative employees is also high because they are professionals making them ignore the overall organization rules and regulations. These professional employees may also be incompetent making their over reliance a risk to productivity. On the contrary, the success of this structure relies on the cooperation and support form junior members that may not be professionals in certain fields of training. The structural chain between the professionals and the production is lesser as compared to machine beauracracy in which professionals manage the entire process. Further, the technical structure is precise and elaborate making this structure has decentralized aspects due the vastness of the support system. Recommendations and implementation i. As part of the decentralization process, an organization should ensure that employees have the necessary skills in order for them to respond swiftly to matters that need immediate attention. This helps in the reduction of time in terms of decision-making processes and policy adoption. ii. With this attribute, organizations should also ensure that their rules and policies are flexible meaning that the decision-making aspects should not have limitations. This would have essential in handling emergencies where the top management may be non-existent. iii. Therefore, a balance should exist between the overseeing management and the rest of the organization structure. The achievement of this aspect may be through the communication of the probable advantages and misgivings of having professional bureaucracy to the top management of an institution. This would facilitate equality, as no employee would feel superior to the others. iv. Another aspect of creating a horizontal form of organizational structure would be through the provision of relevant trainings that would cultivate on their skills. This would be significant, as it will create diversity and influence creativity and inventions. This would be essential in product or service diversification for an organization hence maximizing on profit margins. v. In essence, an institution may need to facilitate trainings made for employees as they would make them more of assets rather than liabilities as task execution would be by competent staff at all levels. vi. On the contrary, an institution may need to motivate its staff towards the timely achievement of goals and objectives as high morale boosts worker output. This would be through ensuring that the employees have the relevant support that they would need in the delegation of their technical practices. In turn, this will minimize on the operations cost by the institution as it would be better cheaper to train staff rather than recruit professionals yearly. 2. “The divisional form of structure is a more balanced form of structure if designed and managed correctly.” Write detailed, specific recommendations for action, and, show how one would implement these in an organization. As per the divisional structure, the organization delegates power downwards as part of attaining market visible fragments. It applies the use of performance restrictions as the laid out structures are within a vast market. This structure has many institutions that have root in wider market regions where there are a central office and branches drawn from the mother company. They exist in different locations geographically where the divisions have their independent operations that include production, purchasing and selling power, and the legal departments. In essence, the management of this system is hierarchical in that there are two arms of operations namely the department that has a direct link to the mother company and another that links with other divisions coined from the mother company. As compared to machine bureaucracy, the control of outcomes is easier as the structures within this system have close relations. With this, divisions experience intense freedom in the execution of technical activities as they operate in tandem with their specified needs and not on the regulations set by the apex organs. However, aspects related to resource allocation, division heads, and overall organizational goals have influence from the parent institution. Therefore, the divisional form of structure has the intention of reaching wider markets and enhancing significant performance of the company as stipulated by the organization’s standard. Recommendation and implementation a) In order for divisions to work independently, managers need to ensure that each division has its own principal organs rather than relying on managerial assistance from the parent company. This would enhance coordination among divisions as this aspect would facilitate competition for the betterment of the entire organization. b) Never the less, the divisional managers should comprehend the fact that they still account their actions to the top management organs to ensure that they do not compromise the company ideals. c) Principally, the central division has the responsibility of formulating monitoring systems that would ensure that the independent divisions do not compromise their roles as they capitalize on the relevant and required markets. d) However, frequent training of the divisional managers should be a mandatory practice as a way of enhancing effective decision-making abilities that would be constructive and influential on organization progress. e) Organizations should also communicate to its work force on probable outcomes in the future that would prepare them for future changes and influence their smooth adaptation to the change. This would form part of the strategic planning process as the communication of scenarios that would depict possibilities would help in cushioning the outcomes for the labor force. f) Lastly, adoption of technological aspects should be at a cautious rate meaning that managers should not commit to them without ascertaining on their level of performance and the effect they would have on the organizational goals. 3. “The adhocracy is the most flexible and organic form of the five structures. Yet individuals must manage it very well to be effective.” Write detailed specific, recommendations for action, and show how one would implement these in an organization. As per the above-explained organizational structures of machine and professional bureaucracy, there is no chance that innovation would thrive in these structures because of their level of rigidness. Essentially, the thriving of innovations should be in environments that are flexible in order for the rise of creative situations that would be profitable to an organization. Subsequently, adhocracy emerges as the most suited form of organizational structure as there exists no hierarchy or chain of command. A significant and most visible difference between adhocracy and the mentioned bureaucracies is that there is no standardization, professionalism, and no manual for decision-making. Therefore, this structure evokes creativity as the most applicable way of arriving at practical and relevant solutions. In this structure, information serves as the principal source of intended decisions in order to solve technicalities effectively. As compared to the other systems, this structure applies the use of ad hoc teams that come up with solutions to specified projects. The individuals tasked with this obligation should poses the knowledge and skills needed in the facilitation of applicable adjustments. In comparison, these ad hoc teams have direct correlation with the management structure as they use open communication channels in coordinating their input with that of the functional units in the organization. Recommendations and Implementation a. Change is the dominant aspect that the management’s top organ need to ensure that their workforce have the required preparations in the event that any changes occur in future. b. Additionally, change has a direct relation with innovativeness in that it may propel an organization towards the attainment of market dominance and stability. Therefore, a working environment within adhocracy should be able to influence employee innovativeness at all levels. c. Rather than just being overseers of projects, managers should form part of the project teams to increase coordination among team members that would yield desired results. Therefore, managers should also have desirable decision-making skills that would be vital in their assertion of authority. d. Overly, team projects should exist as functional units that would increase on an organization’s market presence and enhance its opportunities. The managers should also channel the aggressiveness of team members towards productivity rather than in creating disunity among project team members. e. With the aspect of responsibility, workers become responsible for their actions meaning that they would be keen on achieving organizational goals rather than derail the whole process all together. f. Subsequantly, the fusion of individual effort creates a multidisciplinary group that would enhance unity and effective tackling of challenges that an organization may experience during task execution. 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