ECE _ DSST Organizational Behavior

The major advantage of this structure is its

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management feels others can do it better or cheaper. The major advantage of this structure is its flexibility. For instance, it allows someone with an innovative idea and little money to successfully compete against large companies like IBM. A boundaryless organization is an organization that seeks to eliminate the chain of command, have limitless spans of control, and replace departments with empowered teams. By removing vertical boundaries, management flattens the hierarchy and status and rank are minimized. And the organization looks more like a silo that a pyramid, where the grain at the top is no different than the grain at the bottom. When fully operational, the boundaryless organization also breaks down barriers to external constituencies and barriers created by geography. Globalization, strategic alliances, customer- organization linkages, and telecommuting are all examples of practices that reduce external boundaries A feminine organization is an organization characterized by humanistic treatment of individuals, nonopportunism, careers defined through service to others, commitment to employee growth, creation of a caring community, and power sharing. Organizational sociologist Joyce Rothschild developed the model of the feminine organization based on the way many women have been socialized. According to Rothschild, the feminine model may be more effective and the model of choice in organizations that are essentially managed by and for women. This would include rape crisis centers, battered women’s shelters, and entrepreneurial firms that sell products to the female market such as Mary Kay Cosmetics The term technology refers to how an organization transfers its inputs into outputs. Every organization has at least one technology for converting financial, human, and physical resources into products or services. The Ford Motor Co., for instance, predominantly uses an assembly-line process to make its products. The common theme differentiating technologies is their degree of routineness. Technologies tend toward either routine or nonroutine activities. Routine activities are characterized by automated and standardized operations. Nonroutine activities such as custom shoemaking and genetic research are customized. An organization’s environment is composed of those institutions or forces that are outside the organization and potentially affect the organization’s performance. These outside forces typically include suppliers, customers, competitors, government regulatory agencies, public pressure groups, and the like. An organization’s structure is affected by its environment because of environmental uncertainty. Some organizations face static environments where there are no new competitors, or no new technological breakthroughs by current competitors. Other organizations face very dynamic environments such as rapidly changing government regulations affecting their business, new competitors, or difficulties in acquiring raw materials.
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