Organisation Structure Essay

The structure is totally centralized. The strategic leader makes all key decisions and most communication is do by one on one conversations. It is particularly useful for new (entrepreneurial) business as it enables the founder to control growth and development. They atomic number 18 usually ground on traditional domination or charismatic domination in the sense of Max webers tripartite classification of authority. edit Bureaucratic structures Weber (1948, p. 214) gives the analogy that the fully developed bureaucratic mechanism compares with other organizations exactly as does the machine compare with the non-mechanical modes of production.Precision, speed, unambiguity, strict subordination, reduction of friction and of material and in-person costs- these are raised to the optimum point in the strictly bureaucratic administration. 5 Bureaucratic structures return a certain degree of standardization. They are better suitable for more complex or larger scale organizations. They usually adopt a tall structure. Then tension between bureaucratic structures and non-bureaucratic is echoed in burn down and Stalker6 distinction between mechanistic and organic structures. It is not the entire thing about bureaucratic structure.It is very lots complex and useful for hierarchical structures organization, in general in tall organizations. edit Post-bureaucratic The term of post bureaucratic is employ in two senses in the organizational literature one generic and one much more specific 7. In the generic sense the term post bureaucratic is often used to describe a range of ideas developed since the eighties that specifically contrast themselves with Webers ideal type bureaucracy. This may include total quality management, destination management and matrix management, amongst others. None of these withal has left behind the core tenets of Bureaucracy.Hierarchies still exist, authority is still Webers rational, legal type, and the organization is still rule bound. H eckscher, arguing along these lines, describes them as cleaned up bureaucracies 8, rather than a fundamental shift away from bureaucracy. Gideon Kunda, in his classic study of culture management at Tech argued that the essence of bureaucratic control the formalisation, codification and enforcement of rules and regulations does not change in principle.. it shifts focus from organizational structure to the organizations culture.Another smaller host of theorists have developed the theory of the Post-Bureaucratic Organization. 8, provide a detailed discussion which attempts to describe an organization that is fundamentally not bureaucratic. Charles Heckscher has developed an ideal type, the post-bureaucratic organization, in which decisions are based on dialogue and consensus rather than authority and command, the organization is a network rather than a hierarchy, open at the boundaries (in direct contrast to culture management) there is an emphasis on meta-decision making rules rath er than decision making rules.This sort of horizontal decision making by consensus model is often used in housing cooperatives, other cooperatives and when running a non-profit or community organization. It is used in order to encourage participation and help to empower mess who normally experience oppression in groups. Still other theorists are developing a resurgence of interest in complexity theory and organizations, and have focused on how simple structures can be used to engender organizational adaptations.