ECE _ DSST Organizational Behavior

Departmentalization is most often done according to

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Unformatted text preview: Departmentalization is most often done according to function, division, matrix, or network. The bureaucracy is characterized by highly routine operating tasks achieved through specialization , very formalized rules and regulations, tasks that are grouped into functional departments, centralized authority, narrow spans of control, and decision making that follows the chain of command. The primary strength of the bureaucracy lies in its ability to perform standardized activities in a highly efficient manner. Putting similar specialties together in functional departments results in economies of scale, minimum duplication of personnel and equipment, and employees who have the opportunity to talk the same language among their peers. Further bureaucracies can get by with less talented and less costly middle and lower level managers. A bureaucracy is a mechanistic form of organization--it is centralized, hierarchical, guided by rules and written procedures, with highly specialized jobs. This is known as a mechanistic form of organization, versus an organic organization. An organic organization is pretty much the opposite of a mechanistic one--it is more informal, less hierarchically structured, and has less rigid specialization. Matrix departmentation is a hybrid type of departmentation and is used when a company needs to complete a project which demands close, integrated work between people from various departments. An example is if a company is developing a new fighter aircraft--a project manager would be in charge of a semi-permanent department consisting of people from engineering, research, finance, etc.. It is commonly believed that applying classical principles of management results in either bureaucratic or mechanistic organizations. The Classical management theory can result in either a bureaucratic or mechanistic organization. Both are based on rational-legal authority and have a strict structure dominated by rules and policies. They are rigid and inflexible, but suitable for a stable, predictable environment. In contrast to bureaucratic or mechanistic organizations, organic organizations are more informal, there is less rigid specialization, and there is a greater focus on personal relationships . This describes organic organizations--they are supposed to be flexible and well-suited for a rapidly changing environment; i.e. computer software development. A matrix structure is a structure that creates dual lines of authority and combines functional and product departmentalization. The most obvious structural characteristic of the matrix is that it breaks the unity-of-command concept. Employees in the matrix have two bosses—their functional department managers and their product managers....
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Departmentalization is most often done according to...

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