University of Phoenix
Technology and Organizational Structure
This paper represents the research on how technology interacts with organizational structure. Two companies will be identified to compare and contrast their organizational structures. A matrix will be included to summarize the findings.
Organizational structure in today’s complex multi-dimensional organizations is the connection that holds the infrastructure together to achieve the organizations goals. It is the patterns or arrangement of groups of jobs within an organization. It is also a process that requires organizational re-structuring as the company grows. Historically industry has shifted from the job-shop manufacturing to mass production, with innovative pioneers such as Frederick Taylor, Henri Fayol, and Max Weber ((Dristelzweig & Droege, n.d.). These early pioneers were very different thinkers in terms of their principles to determine how to structure organizations for maximum productivity. However, they all had a common view that it was like a machine and that power was in the position, not in the individual holding the position; clearly a vertical bureaucratic structural hierarchy ((Dristelzweig & Droege, n.d.).
This ‘one best way’ mindset gradually disappeared as concerns that the traditional organizational structure may hinder, rather than help promote creativity and innovation (Dristelzweig & Droege, n.d.). Today, pressures in U.S. business structures to compete globally calls for a variety of organization structures. There is no ‘one fit all’ organizational structure that has proven effective in contributing to business success.
Organizations operate in different environments with different opportunities, products, tasks, risks, strategies, constraints, strengths and weakness, and different organizational structures to meet those challenges (Reference for Business, n.d.). There are two types of
References: Behboudi, M., Hanzaee, K., Koshksaray, A., Khirkhani Tabar, M., & Taheri, Z. (2012). A Review of the Activities of Advertsing Agencies in Online World . International Journal of Marketing Studies, 4(1), 138-149. Retrieved from Ebscohost Dorf, R. C., & Byers, T. H. (2008). Technology Ventures (2nd ed.). New York, NY: McGraw-Hill. Dristelzweig, H., & Droege, S. B. (n.d.). Organizational Structure. Retrieved from http://law-journals-books.vlex.com/vid/organizational-structure-51758780 Field, R. (n.d.). Organizational Effectiveness, Structure and Technology. Retrieved from http://apps.business.ualberta.ca/rfield/Organizational%20Effectiveness,%20Structure,%20and%20Technology.h Hosnavi, R., & Ramezan, M. (2011). Intellectual Capital and Organizational Organic Structure How are these Concepts Related? . Trends in Applied Sciences Research, 6(3), 256-268. Retrieved from Ebscohost Taneja, S., Pryer, M., & Sewell, S. M. (2012). Toyota Recalls: A Strategic Leadership Perspective . International Journal Of Business & Public Administration, 9(2), 125-140. Retrieved from Ebscohost The Watson’s. (n.d.). Retrieved from http://www.itsthewatsons.com/ Toyota Motor Corporation (SWOT Analysis). (2012, June 06). Retrieved from Datamonitor 360: http://360.datamonitor.com.ezproxy.apollolibrary.com/Product?pid=2A89F017-6903-477A-A94B-628576B59972&view=SWOTAnalysis Toyota Vision & Philosophy. (n.d.). Retrieved from http://www.toyota-global.com/company/vision_philosophy/ Vitez, O. (n.d.). Centralized Vs. Decentralized Organizational Structure. Retrieved from http://smallbusiness.chron.com/centralized-vs-decentralized-organizational-structure-2785.html