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Case study of problems of personnel management in a research centre in the USA as an example of the impact of structural change on business organization in such formal organisations - covers technological change, leadership behaviour, etc., and includes information on research methodology and on the questionnaire used in the study. Bibliography pp. 217 to 223.
Introduction to Business covers the scope and sequence of most introductory business courses. The book provides detailed explanations in the context of core themes such as customer satisfaction, ethics, entrepreneurship, global business, and managing change. Introduction to Business includes hundreds of current business examples from a range of industries and geographic locations, which feature a variety of individuals. The outcome is a balanced approach to the theory and application of business concepts, with attention to the knowledge and skills necessary for student success in this course and beyond. This is an adaptation of Introduction to Business by OpenStax. You can access the textbook as pdf for free at openstax.org. Minor editorial changes were made to ensure a better ebook reading experience. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution 4.0 International License.
Synthesizes the empirical literature on organizationalstructuring to answer the question of how organizations structure themselves --how they resolve needed coordination and division of labor. Organizationalstructuring is defined as the sum total of the ways in which an organizationdivides and coordinates its labor into distinct tasks. Further analysis of theresearch literature is neededin order to builda conceptualframework that will fill in the significant gap left by not connecting adescription of structure to its context: how an organization actuallyfunctions. The results of the synthesis are five basic configurations (the SimpleStructure, the Machine Bureaucracy, the Professional Bureaucracy, theDivisionalized Form, and the Adhocracy) that serve as the fundamental elementsof structure in an organization. Five basic parts of the contemporaryorganization (the operating core, the strategic apex, the middle line, thetechnostructure, and the support staff), and five theories of how it functions(i.e., as a system characterized by formal authority, regulated flows, informalcommunication, work constellations, and ad hoc decision processes) aretheorized. Organizations function in complex and varying ways, due to differing flows -including flows of authority, work material, information, and decisionprocesses. These flows depend on the age, size, and environment of theorganization; additionally, technology plays a key role because of itsimportance in structuring the operating core. Finally, design parameters aredescribed - based on the above five basic parts and five theories - that areused as a means of coordination and division of labor in designingorganizational structures, in order to establish stable patterns of behavior.(CJC).
This paper develops a theory of the allocation of formal and real authority within organizations. Real authority is determined by the structure of information, which in turn depends on the allocation of formal authority. An increase in an agent's real authority promotes initiative but results in a loss of control for the principal. The paper analyzes the allocation of formal authority as well as some determinants of the subordinates' real authority: overload, lenient rules, urgency of decision, reputation, performance measurement, and multiplicity of superiors. Finally, the amount of communication in an organization is shown to depend on the allocation of formal authority.
Hierarchy is a fundamental phenomenon in management and organization science, a phenomenon which has marked the evolution of human societies over centuries. Among the many studies on this issue, the ones that adopt a formal approach of investigation are mainly based on social network analysis. Following this line, in this work we focus on organization distribution of formal direct authority in stylized, pure hierarchical archetypes. Past research, analyzing the share of asymmetric links in out-tree topologies, was not able to distinguish among different types of out-trees. Indeed since the out-trees can differ under substantial structural features, in order to measure the degree of hierarchy it is necessary to employ indicators of power concentration and distribution. Results show that the purest archetype of hierarchy is the star form, and not the typical org chart. Further, ceteris paribus, an organization with more hierarchical levels is less and not more hierarchical than an organization with fewer levels. Moreover, power tend to concentrate in lower levels, and especially into the penultimate one.
This work explores differing historical patterns in the adoption of the three major models of organizational management: scientific management; human relations; and structural analysis. The author takes a fresh look at how managers have used these models in four countries during the 20th century.