Organic Structure Vs. Mechanistic Structure
Published December 28, 2007 by:
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Implementing a new sales process will take time and dedication. With our company utilizing the same processes for so long we are bound to see some types of resistance when change is implemented. Organizational structures can be sorted between organic and mechanistic. Organizational cultural also plays a big role when implementing change. Some resistance forces we are likely to encounter are within our organization. Once the organizational structure and cultural attribute is determined then the designing process can begin.
Organic and mechanistic are on different ends of the spectrum. "In contingency theory, the term organic structure is used to describe an organizational structure that is designed to promote flexibility so that employees can initiate change and adapt quickly to changing conditions" (George & Jones, 2005, p. 508). This flexible structure is more like a team environment in which all the employees are able to handle any of the tasks. "In contingency theory, the term mechanistic structure is used to describe an organizational structure that is designed to induce employees to behave in predictable, accountable ways" (George & Jones, 2005, p. 508). All of the employees working in a mechanistic structure have assigned duties that they must perform and are prohibited to take on additional duties unless they are told so by management.
"Organizational culture is the set of shared values, beliefs, and norms that influence the way employees think, feel, and behave toward each other and toward people outside the organization" (George & Jones, 2005, p. 535). The organization utilizes its structure to instill certain work and behavior attitudes into its employees. All the employees are taught how to handle conflict or any other type of hindrances. As I mentioned above, these values and beliefs are also utilized outside of work as well.
Some organization-level resistances to change include power and conflict, differences in functional orientation, mechanistic structure, and organizational culture. In order to prevent power and conflict from interfering with the development of the new sales process, we will need to inform the organization as a whole of the change being implemented. Departments may define problems differently than each other which will interfere with the change being implemented. Mechanistic structures are so predictable that most if not all employees will resist change. The employees in this structure are assigned certain responsibilities they must obtain. Organizational cultures may resist change since they rely on their previous values and beliefs that the company taught them. It will be hard to alter the values and beliefs of the individuals within our organization.
Group-level resistance includes group norms, group cohesiveness, groupthink and escalation of commitment. Group members are assigned rules and roles in which they must abide by. Norms are the rules that are developed by the group. The groups may resist change in order to prevent the loss of rules and roles. These rules and roles make up who they are within the organization and may cause confusion when the sales process is implemented. Group cohesiveness is the way the employees view what the group has to offer. If the group is attractive in that it offers similar values, then the resistance to change will be harder. If the group's cohesiveness is low, then the resistance to change will be low. "Groupthink is a pattern of faulty decision making that occurs in cohesive groups when members discount negative information in order to agree" (George & Jones, 2005, p. 572). Escalation occurs when the suggestion will have a negative effect but the group will still continue to meet this goal. All of these group-levels may cause resistance when...