Table of Context 1. Introduction 2. Main Body 2. 1Difference between mechanistic organization structures And organic organization structure. 2. 2When might a mechanistic organisation structure be Preferable to an organic organization structure? 3. Conclusion 4. References List 1. Introduction The organizational structure is very important for a company. Different organizations will adopt different organisation structures to help achieve their goals.
The type of structure they adopt will be determined by range of factors, including the country and industry environment, the organization’s history and size and technology. Choose a good organizational structure can help company fit stabilize or destabilize the environment.
2. Main Body 2. 1 Differences between a mechanistic organization and an organic organization structure. Mechanistic organization. Hierarchical, bureaucratic, organizational-structure characterized by (1) centralization of authority, (2) formalization of procedures and practices, and (3) specialization of functions.
Mechanistic organization are comparatively simpler and easy to organize, but find it difficult to cope with rapid change. Compare with organic organization * The task is divided into separate specialized part; * Terms of reference restrict strictly * Hierarchical and have a lot of Procedures and rules; * The work of knowledge and the task of monitoring are centralized at the top of the organization * Emphasize Vertical communication between superior and subordinate.
* Coordination and control tend to use strict hierarchical organization structure. functional structures) Organic organization Organizational structure characterized by (1) Flatness: communications and interactions are horizontal, (2) Low specialization: knowledge resides wherever it is most useful, and (3) Decentralization: great deal of formal and informal participation in decision making. Organic organizations are comparatively more complex and harder to form, but are highly adaptable, flexible, | Mechanistic Organization Form and Management system| Organic Organization Form and Management system| Appropriate Conditions| Stable| Changing|
Distribution of tasks| Specialized differentiation of functional tasks into which the problems and tasks facing a concern as a whole are broken down| Contributive nature of special knowledge and experience to the common task of the concern. | Nature of Individual task| The abstract nature of each individual task, which is pursued with techniques and purposes more or less distinct from those of the concern as a whole: i. e. , the functionaries tend to pursue the technical improvements of means, rather than the accomplishment of the ends of the concern. The “realistic” nature of the individual task, which is seen as set by the total situation of the concern. | Who defines tasks or refines tasks| The reconciliation, for each level in the hierarchy, of these distinct performances by the immediate superiors, who are also, in turn, responsible for seeing that each is relevant in his own special part of the main task. | The adjustment and continual redefinition of individual tasks through interaction with others. | Task scope| The precise definition of rights and obligations and technical methods attached to each functional role. The shedding of “responsibility” as a limited field of rights, obligations and methods (problems may not be posted upwards, downwards or sideways as being someone else’s responsibility). | How is task conformance ensured| The translation of rights and obligations and methods into the responsibilities of a functional position. | The spread of commitment to the concern beyond any technical definition. |
Structure of control, authority and communication| Hierarchic, Contractual. Network, Presumed Community of Interest. | Locating of knowledge| Reinforcement of the hierarchic structure by the location of knowledge of actualities exclusively at the top of the hierarchy, where the final reconciliation of distinct tasks and assessment of relevance is made. | Omniscience no longer imputed to the head of the concern; knowledge about the technical or commercial nature of the here and now may be located anywhere in the network. | Communication between members of concern| Vertical communication; i. . , between superior and subordinate. | Lateral communication; i. e. , between people of different rank, resembling consultation rather than command. | and more suitable where external environment is rapidly changing and is unpredictable. Also called open organizations, they are contrasted with mechanistic organizations * Employees to start work around a common task; * The adjustment and continual definition of individual tasks through interaction with others; * It does not have a lot of Procedures and rules; The work of knowledge and the task of monitoring are decentralized in the organization * Emphasize Lateral and slant communication between superior and subordinate * Coordination and control tend to use more flexible organizational structure. (matrix structures) 2. 2 When might a mechanistic organization structure be preferable to an organic organization structure? Mechanistic organization * Environment is relatively stable the companies can work with themselves without outside help * The tasks clear and persistent and the decisions can be sequencing * Technology is relatively centralization and Stable; there are routinely activities, the main objective is efficiency Organic organization * Environment is relatively unstable and changing the companies must opening to the outside world; * Diverse and constantly changing tasks and process of explore decision making * Technology complex and changeable; * There are unconventional activities, need a strong innovative ability. * Relatively small enterprises When the company needs clear-cut division of labor Mechanistic designs are centralized with many rules and procedures, a clear-cut division of labor, narrow spans of control and formal coordination.
Large organizations often need such a high degree of responsibility for the results. They have a lot of products and plans and they need many reliable suppliers and cheap labor. Thus they need an organization that good at function organization; sometimes there are some important tasks which need finish before the due date or have performance assessment. Mechanistic organization structure can formation a good function organization help the company obtain the benefit. When the environment is stable External environment stable, it include community, economics of regional, taxation and political.
Because in the environment stable the task and problem not change much, each task is stable and easy to control. The tasks and problem were solved by formalized and standardization. The reconciliation, for each level in the hierarchy, of these distinct performances by the immediate superiors, who are also, in turn, responsible for seeing that each is relevant in his own special part of the main task. Because the mechanistic organization structure company doesn’t have many extra step and process to complete the goal, efficiency was improve.
Internal environment stable environment is relatively stable the companies can work with themselves without outside help. The tasks clear and persistent and the decisions can be sequencing. The employee works follow the rules and provides the quality goods and services. An example the McDonald’s. Every McDonalds are working in a standard uniform, like same storefront design, same menus, and same employee’s pay list. Because mechanistic organization structures every employee solve the customer problem. 3. Conclusion
In conclusion, no matter mechanistic organization and or organic organization structure both have advantages. There are all important to organization. In the different environment the company will choose different organization. 4. Reference Tom Burns, G. M. Stalker – The Management of Innovation http://www. businessdictionary. com/definition/mechanistic-organization. html http://www. businessdictionary. com/definition/organic-organization. html http://www. 12manage. com/methods_burns_mechanistic_organic_systems. html
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