Theory of organizational design - Revision history

Dirkjan at 19:47, 27 August 2020

2020-08-27T19:47:40Z

Dirkjan: Replaced content with "Theory of organizational design Category:management Category:Model Category:Term"

2020-08-27T19:08:57Z

Replaced content with "Theory of organizational design Category:management Category:Model Category:Term"

Dirkjan: Created page with "The three major organizational design challenges are: * Balancing differentiation and Integration * Balancing centralization a..."

2020-08-25T07:51:17Z

Created page with "The three major organizational design challenges are: * Balancing differentiation and Integration * Balancing centralization a..."

New page

The three major organizational design challenges are:

* [[Balancing differentiation and Integration|Balancing differentiation and Integration]]
* [[Balancing centralization and decentralization|Balancing centralization and decentralization]]
* [[Balancing standardization and mutual adjustment|Balancing standardization and mutual adjustment]]

Recommendations for the major organizational design challenges are:
# Make a map of the principal mechanisms of [[Integration|Integration]] between the departments that you interact with most. If there is not enough integration create new mechanisms.
# Determine which levels in the hierarchy have the responsibility for approving which decisions. Use your findings to decide how centralized and decentralized decision making is your organization. Discuss with peers, subordinates and supervisors.
# Make a list of your principal tasks and role responsibilities and then list the [[Rules|Rules]] and standards or procedures that specify how you are to perform your duties. Determine the appropriateness of these and suggest ways of changing them.
# Be aware of the informal rnorms and values that influence the way members of your work group or department behaviors.

{| class="wikitable"
![[Mechanistic structures|Mechanistic structures]]
![[Organic structures|Organic structures]]
|-
|[[Individual Specialization|Individual Specialization]]
|[[Joint specialization|Joint specialization]]
|-
|Simple [[Integration|Integration]] mechanisms ([[Hierarchy of authority|Hierarchy of authority]])
|Complex [[Integration|Integration]] mechanisms ([[Team|Team]] and [[Task force|Task force]])
|-
|[[Centralization|Centralization]]
|[[Decentralization|Decentralization]]
|-
|[[Standardization|Standardization]]
|[[Mutual adjustment|Mutual adjustment]]
|-
|}
Part of: [[Organizational Theory, Design, and Change|Organizational Theory, Design, and Change]]
[[Category:management]]

[[Category:Model]]

[[Category:Term]]

← Older revision		Revision as of 19:08, 27 August 2020
Line 1:		Line 1:
−	~~The three major organizational design challenges are:~~	+	Theory of organizational design
−
−	* [[Balancing differentiation and Integration\|Balancing differentiation and Integration]]
−	* [[Balancing centralization and decentralization\|Balancing centralization and decentralization]]
−	* [[Balancing standardization and mutual adjustment\|Balancing standardization and mutual adjustment]]
−
−	~~Recommendations for the major~~ organizational design ~~challenges are:~~
−	~~# Make a map of the principal mechanisms of [[Integration\|Integration]] between the departments that you interact with most. If there is not enough integration create new mechanisms.~~
−	# Determine which levels in the hierarchy have the responsibility for approving which decisions. Use your findings to decide how centralized and decentralized decision making is your organization. Discuss with peers, subordinates and supervisors.
−	# Make a list of your principal tasks and role responsibilities and then list the [[Rules\|Rules]] and standards or procedures that specify how you are to perform your duties. Determine the appropriateness of these and suggest ways of changing them.
−	~~# Be aware of the informal rnorms and values that influence the way members of your work group or department behaviors.~~
−
−	~~{\| class="wikitable"~~
−	~~![[Mechanistic structures\|Mechanistic structures]]~~
−	~~![[Organic structures\|Organic structures]]~~
−	\|-
−	~~\|[[Individual Specialization\|Individual Specialization]]~~
−	~~\|[[Joint specialization\|Joint specialization]]~~
−	\|-
−	~~\|Simple [[Integration\|Integration]] mechanisms ([[Hierarchy of authority\|Hierarchy of authority]])~~
−	~~\|Complex [[Integration\|Integration]] mechanisms ([[Team\|Team]] and [[Task force\|Task force]])~~
−	\|-
−	~~\|[[Centralization\|Centralization]]~~
−	~~\|[[Decentralization\|Decentralization]]~~
−	\|-
−	~~\|[[Standardization\|Standardization]]~~
−	~~\|[[Mutual adjustment\|Mutual adjustment]]~~
−	\|-
−	\|}
−	~~Part of: [[Organizational Theory, Design, and Change\|Organizational Theory, Design, and Change]]~~
	[[Category:management]]		[[Category:management]]

← Older revision		Revision as of 19:47, 27 August 2020
Line 1:		Line 1:
−	~~Theory of~~ organizational design	+	The three major organizational design challenges are:
		+
		+	* [[Balancing differentiation and Integration\|Balancing differentiation and Integration]]
		+	* [[Balancing centralization and decentralization\|Balancing centralization and decentralization]]
		+	* [[Balancing standardization and mutual adjustment\|Balancing standardization and mutual adjustment]]
		+
		+	Recommendations for the major organizational design challenges are:
		+	# Make a map of the principal mechanisms of [[Integration\|Integration]] between the departments that you interact with most. If there is not enough integration create new mechanisms.
		+	# Determine which levels in the hierarchy have the responsibility for approving which decisions. Use your findings to decide how centralized and decentralized decision making is your organization. Discuss with peers, subordinates and supervisors.
		+	# Make a list of your principal tasks and role responsibilities and then list the [[Rules\|Rules]] and standards or procedures that specify how you are to perform your duties. Determine the appropriateness of these and suggest ways of changing them.
		+	# Be aware of the informal rnorms and values that influence the way members of your work group or department behaviors.
		+
		+	{\| class="wikitable"
		+	![[Mechanistic structures\|Mechanistic structures]]
		+	![[Organic structures\|Organic structures]]
		+	\|-
		+	\|[[Individual Specialization\|Individual Specialization]]
		+	\|[[Joint specialization\|Joint specialization]]
		+	\|-
		+	\|Simple [[Integration\|Integration]] mechanisms ([[Hierarchy of authority\|Hierarchy of authority]])
		+	\|Complex [[Integration\|Integration]] mechanisms ([[Team\|Team]] and [[Task force\|Task force]])
		+	\|-
		+	\|[[Centralization\|Centralization]]
		+	\|[[Decentralization\|Decentralization]]
		+	\|-
		+	\|[[Standardization\|Standardization]]
		+	\|[[Mutual adjustment\|Mutual adjustment]]
		+	\|-
		+	\|}
		+	Part of: [[Organizational Theory, Design, and Change\|Organizational Theory, Design, and Change]]
	[[Category:management]]		[[Category:management]]