Organizational Structure
Organizational Structure Assignment #2
Josephine Nyiri
AMP370 – Systems Concepts
Grand Canyon University
Vernon T. Cox, H, MBA
September 13, 2009
Abstract
The purpose of this essay is to present the concept of structure, explaining the roles and relationships of organizational culture, and to illustrate how that structure can direct the behavior of teams (organizational learning). There are several interpretations of the concept of structure. This definition of, structure: • refers to enduring relations between individuals, groups, and larger units, including role assignments (job descriptions—authority, responsibility, and privileges attached to positions); grouping of positions in divisions, departments, and other units; standard operating procedures; established administrative arrangements for handling key processes, such as coordination (e.g., committees and weekly meetings); control, human resources management, rewards, and planning; job designs; and physical arrangements. Emergent structural patterns (e.g., informal cliques, coalitions, and power distribution) can differ substantially from officially mandated ones.” (Harrison, Diagnosing Organizations, Third Edition, Vol. 8, 2005) Senge’s (1990) position is that the structures within organizations influence the behavior of its members: “Different people in the same structure tend to produce qualitatively similar results” (p.40) Every organization consists of individuals with various needs, experiences and values, resulting in different and sometimes conflicting behavior. Effectiveness is achieved when employees enact behaviors in a consistent manner to achieve a goal of the organization. Uncertainty exists when a gap exists between the amount of information processed and that which is required to perform the task (Galbraith, 1977)
Organizational structures utilize feedback, which “is a reciprocal flow of influence,” …an axiom that every influence is both cause and effect.”
Josephine Nyiri
AMP370 – Systems Concepts
Grand Canyon University
Vernon T. Cox, H, MBA
September 13, 2009
Abstract
The purpose of this essay is to present the concept of structure, explaining the roles and relationships of organizational culture, and to illustrate how that structure can direct the behavior of teams (organizational learning). There are several interpretations of the concept of structure. This definition of, structure: • refers to enduring relations between individuals, groups, and larger units, including role assignments (job descriptions—authority, responsibility, and privileges attached to positions); grouping of positions in divisions, departments, and other units; standard operating procedures; established administrative arrangements for handling key processes, such as coordination (e.g., committees and weekly meetings); control, human resources management, rewards, and planning; job designs; and physical arrangements. Emergent structural patterns (e.g., informal cliques, coalitions, and power distribution) can differ substantially from officially mandated ones.” (Harrison, Diagnosing Organizations, Third Edition, Vol. 8, 2005) Senge’s (1990) position is that the structures within organizations influence the behavior of its members: “Different people in the same structure tend to produce qualitatively similar results” (p.40) Every organization consists of individuals with various needs, experiences and values, resulting in different and sometimes conflicting behavior. Effectiveness is achieved when employees enact behaviors in a consistent manner to achieve a goal of the organization. Uncertainty exists when a gap exists between the amount of information processed and that which is required to perform the task (Galbraith, 1977)
Organizational structures utilize feedback, which “is a reciprocal flow of influence,” …an axiom that every influence is both cause and effect.”
References: Gailbraith,J. (1977), Organization design. Reading, MA: Addison-Wesley Harrison, Michael I., (2005), Diagnosing Organizations, Third Edition, Vol. 8 USA: Sage Senge, Peter M., (2006) The Fifth Discipline: The Art and Practice of the Learning Organization USA: Doubleday