Basic Structural Tensions

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Basic Structural Tensions

• Shane Hakim

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Bolman and Deal speak of two design issues that
are at the core of organizational structure

• Differentiation divvying up the work that needs
  to be performed also known as the division of
  labour.

• Integration grouping people into productive
  components and working units

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Six Ways To Integrate

• knowledge or skill
• Time
• Product
• Customer/Clients
• Place or Geography
• Process

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Suboptimazation

• is when a group or a member within that group
  focuses on one aspect of a project but the entire
  project suffers because of that narrow focus

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Two Methods to Coordinate

• Vertical Coordination
• 1. Authority
• 2. Rules and Policies
• 3. Planning and Control System

• Lateral Coordination
• 1. Meetings
• 2. Task Forces
• 3. Coordinating Roles
• 4. Matrix Structure
• 5. Network Organizations

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Authority

• Manager- There job is to keep order, reward and
  punish, make decisions, and make sure your work
  is achieving company goals

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Rules and Policies

• Bible of an organization. Used to keep the
  standard operating procedures uniform and
  predictable

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Planning and Control System

• Information about the company is obtained through
  computers including sales.

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Two Types of Planning and Control Systems

• Performance
• Organization focuses on the results

• Action planning
• Organization focuses on the process

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Lateral Coordination

• Meetings
• Informal and formal gathering are the foundation
  of lateral coordination

• Task Forces
• Used when new problems arise and a solution needs
  to be implemented sooner than later

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Coordinating Roles

• Formal groups of different sections of an
  organization coordinate their roles in order for
  the products success

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Matrix Structure

• Is when an organization has a product line on one
  axis and countries or regions on another

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Computer Networks

• These can be both used for Vertical coordination
  and lateral communication