Organisation Structure Essay Example for Free

Organisation Structure showThe structure is totally centralized. The strategic leader makes all key decisions and most communication is done by one on one conversations. It is particularly useful for new (entrepreneurial) business as it enables the founder to experience growth and development. They are usually based on traditional command 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 real bureaucratic mechanism compares with other arrangings exactly as does the machine compare with the non-mechanical modes of production. Precision, speed, unambiguity, strict subordination, reduction of clash and of material and personal costs- these are raised to the optimum point in the strictly bureaucratic administration. 5 Bureaucratic structures contain a certain degree of standardization. They are better suited for more complex or larger scale organizatio ns. They usually adopt a tall structure. Then tension between bureaucratic structures and non-bureaucratic is echoed in Burns and Stalker6 distinction between mechanistic and organic structures. It is non the entire thing virtually bureaucratic structure.It is very much complex and useful for hierarchical structures organization, mostly in tall organizations. edit Post-bureaucratic The bound of post bureaucratic is utilise in two senses in the organizational literature one generic wine 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 1980s that specifically contrast themselves with Webers ensample type bureaucracy. This may include total quality management, culture management and matrix management, amongst others. None of these further has left behind the core tenets of Bureaucracy.Hierarchies still exist, authority is still Webers rational, legal type, and the organization is still g et hold bound. Heckscher, 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 group 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) in that location is an emphasis on me ta-decision reservation rules rather 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 people who usually experience oppression in groups. Still other theorists are developing a resurgence of vex in complexity theory and organizations, and have focused on how simple structures can be used to engender organizational adaptations.