The document discusses differentiation and integration within organizations. It finds that departments like R&D, manufacturing, and sales develop different orientations based on their specialized functions and the parts of the external environment they deal with. For example, R&D has goals of quality work, a long time horizon, an informal structure, and is task-oriented, while sales has goals of customer satisfaction, a short time horizon, a formal structure, and is socially-oriented. Achieving coordination between departments with such differing attitudes and goals requires formal integrators. The level of differentiation and integration within an organization should match the level of uncertainty in its environment.
The document discusses differentiation and integration within organizations. It finds that departments like R&D, manufacturing, and sales develop different orientations based on their specialized functions and the parts of the external environment they deal with. For example, R&D has goals of quality work, a long time horizon, an informal structure, and is task-oriented, while sales has goals of customer satisfaction, a short time horizon, a formal structure, and is socially-oriented. Achieving coordination between departments with such differing attitudes and goals requires formal integrators. The level of differentiation and integration within an organization should match the level of uncertainty in its environment.
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The document discusses differentiation and integration within organizations. It finds that departments like R&D, manufacturing, and sales develop different orientations based on their specialized functions and the parts of the external environment they deal with. For example, R&D has goals of quality work, a long time horizon, an informal structure, and is task-oriented, while sales has goals of customer satisfaction, a short time horizon, a formal structure, and is socially-oriented. Achieving coordination between departments with such differing attitudes and goals requires formal integrators. The level of differentiation and integration within an organization should match the level of uncertainty in its environment.
Direitos autorais:
Attribution Non-Commercial (BY-NC)
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Baixe no formato PPTX, PDF, TXT ou leia online no Scribd
m Differentiation is the difference in cognitive and
emotional orientations among managers in
different functioal departments, and the difference in formal structure among these departments. m hen the external environment is complex and rapidly changing,organisatioal departments become highly specialised to handle the uncertainty in their external sector. m Success in each sector requires special expertise and behaviour. m Employees in an R&D department thus have unique attitudes, values, goals and education that distinguish them from employees in manufacturing or sales departments. m Rhey examined three organisational departments. m Manufacturing, R &D and sales in ten corporations. m Rhe finding is that each department is oriented towards a different orientation and structure to deal with specialised part of the external environment. m Ro deal with the scientific sub environment, R &D had a goal of quality work, along time horizon(upto 5 years), an informal structure and task oriented employees.
m Sales was at the opposite extreme.
m It had a goal of customer satisfaction, was
oriented towards the short term had a very formal structure, and socially oriented. Characteristics R&D Department Manufacturing Sales Dept. Dept. oals New Efficient Customer Developments, production satisfaction Quality Rime horizon Long Short Short Interpersonal Mostly task Rask Social orientation Formality of Low High High structure m ¢chieving coordination among various departments when attitudes, goals and work orientation differ so widely. m Integration is the quality of collaboration among various departments. m Formal integrators are often required to coordinate departments. m Sometimes integrators are called liaison personnel, project managers, brand managers or coordinators. m Organisations with highly uncertain environments and a highly differentiated structure assign about 22% of management personnel to integration activities such as serving on committees, on task forces, or in liaison roles. m Lawrence and Lorsch research concluded that organizations perform better when the levels of differentiation and integration match the level of uncertainty in the environment. m It refers to the degree of differentiation between units based on the orientation of members,the nature of the tasks they perform,and their education and training.
m If the organisation is staffed by people who have
similar similar backgrounds,skills and training, they are likely to view the world in more similar terms. m If they have diverse backgrounds, they will have different goal emphasise,time orientations,and even a different work vocabulary. m Rhe most visible evidence in organisations of horizontal differentiation is specialisation and departmentalisation. m Kertical differentiation refers to the depth in structure. m Differentiation increases as the hierarchical levels in the organisation increases. m It affects communication. m It will be difficult to coordinate the decisions of management personnel. m Kertical differentiation is a response to an increase in horizontal differentiation. m Integration and integrating mechanism. m Differentiation vs Integration. m Balancing Standardisation and mutual adjustment. m Formalisation. m Socialisation. m Standardisation vs Mutual adjustment. m Mechanistic and organic structures. m Standardisation-Conformity to specific models or examples-defined by set of rules and norms-that are considered proper in a given situation.
m Standardised decision making and coordination
procedures make people`s actions predictable in certain circumstances m Mutual adjustment is the process through which people use their judgment rather than standardised rules to address problems, guide decision making ,and promote coordination.
m Rhe right balance between these two make some
actions predictable so that basic organisational tasks and goals are achieved. m Rhe challenge facing all organizations, large and small is to design a structure that achieves the right balance between standardization and mutual adjustment.
m Many companies complain that employees tend to
flow written and unwritten rules too rigidly instead of adapting them to the needs of a particular situation. m Rhe design challenge facing managers is to find way of using rules and norms to standardize behaviour while at the same time allowing for mutual adjustment to provide employees with the opportunity to discover new and better ways of achieving organisational goals. m ãeople at the higher levels in the hierarchy and in functions that perform complex, uncertain tasks rely more on mutual adjustment than on standardisation to coordinate their actions. m Ex. ¢n organisation want its accountants to follow certain standardised procedures. m R & D- Rhe organisation may want to encourage risk taking that leads to innovation. m (Rules are not set in stone, but are just convenient guidelines for getting work done.´ m How to facilitate communication and coordination among sub units is a major challenge for managers. m Rhe simplest integrating device which differentiates people by how much authority they have. m Hierarchy dictates who reports to whom, it coordinates various organisational roles.
m Managers must carefully divide and allocate
authority within a function and between one function and others to promote coordination. m Direct contact between people in different subunits is an integrating mechanism that is more complex than a hierarchy of authority.
m Establishing personal relationship between people at
all levels in different functions to overcome subunit orientations.
m Managers from different functions who have
opportunities for direct contact with each other can work together to solve common problems m hen the need for communication among subunits increases, one member or a few members from a subunit are likely to have responsibility for coordinating with other subunits.
m Ro develop in-depth relationship with people in
other subunits. m ¢ temporary committee set up to handle a specific problem .
m One person from each function joins a task force ,
which meets until it finds a solution to the problem.
m Rask force members are responsible for taking the
solution back to their functional groups for group input and approval. m hen the issue a task force is dealing with becomes an ongoing strategic or administrative issue, the task force becomes permanent.
m ¢ team is a permanent task force or committee.
m Most companies, for example now have product development and customer contact teams to respond to the threat of increased competition in a global market. m ¢ full-time position established specifically to improve communication between divisions. m ãurpose is to -promote the sharing of information and knowledge to enhance organizational goals such as innovation and product development -increased flexibility and -heightened customer service. Mechanistic and organic organization structure m Structures which are designed to induce people to behave in predictable, accountable ways. m Decision making is centralised. m Subordinates are closely supervised. m Information flows in a vertical direction down a clearly defined hierarchy. m Rasks associated with a role are clearly defined. m ¢t the functional level, each function is separate , communication and cooperation among functions are the responsibility of someone at the top of hierarchy. m Hierarchy is the integrating mechanism m Structures which promote flexibility, so people initiate change and can adapt quickly to changing conditions. m Decision making is decentralised. m ãeople assume the authority to make decisions as organisational needs dictate. m Roles are loosely defined-people perform various tasks and continually develop skills in new activities. m Is an organic structure better than a mechanistic structure? m Characterised by high complexity, formalisation and centralisation. m ãerforms routine tasks, depends heavily on programmed behaviour. m Relatively slow in responding to the unfamiliar. m Flexible and adaptive. m Influence based on expertise and knowledge rather than on authority of position. m Loosely defined responsibilities rather than rigid job definitions. m Emphasis is on exchanging information rather than on giving directions. m Mechanistic design in a stable, certain environment. m ¢n organic form in a turbulent environment. Characteristic Mechanistic Organic Rask Definition Rigid Flexible Communication Kertical Not vertical Formalisation High Low Influence ¢uthority Expertise Control Centralised Diverse Mechanistic Organic Rasks are broken down into Employees contribute to the common specialized, separate parts. tasks of the department Rasks are rigidly defined. Rasks are adjusted and redefined through employee team work. Rhere is a strict hierarchy of authority Rhere is less hierarchy of authority and control, and there are many rules. and control and there are few rules. Knowledge and control of tasks are Knowledge and control of tasks are centralized at the top of the located anywhere in the organization. organization. Communication is vertical. Communication is horizontal. m Rhe second important component of organisation structure.
m Formalisation refers to the degree to which the
jobs within the organisation are standardised.
m If a job is highly formalised,the job incumbent has
a minimum amount of discretion over what is to be done and how he or she should do it. m Formalisation-Explicit job descriptions,Lots of organisational rules, Clearly defined procedures covering work processes. m Regulating the behaviour of employees. m Mc Donalds same taste whether it is made in ãortland, ¢laska, Bangalore or Holland.
m Secret behind the success of Mc Donald`s is product
consisency and uniformity.
m Strict stndards of employee grooming.
m Rhe manual states that the basic hamburger patty
must be 1.6 ounces of pure beef with no more than 19 % fat content. m Hamburger buns must have 13.3 %sugar in them. m Standardisation also promotes coordination. m Football match when the quarter back calls (wing- right-44-on-3,´ each team member knows exactly what task is to be performed. m Managers have at their disposal a number of techniques by which they can bring about the standardisation of employee behaviour. m 1. Selection. ¢n effective selection process will be designed to determine if job candidates fit into the organisation. m Selection of successful job performers. m Ä. Role Requirements-Job ¢nalysis defines the job that need to be done in the organisation and outlines what employee behaviours are necessary to perform the jobs. m Ö. Rules, Procedures and Policies. m 4. Training m Employees feel anxious upon joining an organisation.
m orry may be regarding how well they will perform
in the job. Rhey may feel inadequate compared to more experienced employees.
m New joinees may be concerned about how well
they will get along with their co-workers. m ¢n adaption process by which individuals learn the values , norms and expected behaviour patterns for the job and the organization of which they will be a part. m ¢ll employees will receive at least some molding and shaping on the job, but for certain members , the socialisation process will be substantially accomplished before they join the organisation- ãrofessionals m Employees feel anxious upon joining an organisation.
m orry may be regarding how well they will perform
in the job. Rhey may feel inadequate compared to more experienced employees.
m New joinees may be concerned about how well
they will get along with their co-workers. m Effective socialization programs reduce the anxiety of new employees by giving them information about the job environment and about supervisors, by introducing them to co-workers, and by encouraging them to ask questions. m Socialization conveys three types of information. m 1.eneral information about the daily work routine. m 2.¢ review of the organization's history, purpose, operations and products or services m 3. ¢ sense of how the employee`s job contributes to the organization's needs, may be a detailed presentation(perhaps a brochure) of the organization's policies, work rules and employee benefits. SOCIALISATION PROCESS m Rhe human resource specialist performs the first part of the socialisation process by explaining basic matters like working hours, benefits and vacations. m Rhen, he introduces the employee to his or her new supervisor. m Rhe supervisor continues the orientation by explaining the organisation of the department and by introducing the person to his or her new colleagues familiarising the new employee with the workplace and helping to reduce first day jitters. m It typically includes information on employee benefits, personnel policies, the daily routine, company organisation and operations, safety measures and regulations. m Employers use employee handbooks. m Some firms provide preloaded personal digital assistants.