Transcript PP-8 - Blackwell Publishing

Chapter Eight: 8.1
FORMAL STRUCTURES
THE FUNCTIONS OF STRUCTURE
 BUREAUCRACY
 CULTURE AND BUREAUCRACY
 IMPLICATIONS FOR THE MANAGER
 SUMMARY
 EXERCISE.

Chapter Eight: 8.2
FORMAL STRUCTURES regulate
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the TASKS or duties for which each member is made
responsible. Responsibilities are specialized. An
employee appointed as a marketing assistant
performs marketing tasks
the RELATIONSHIPS that each member has with
other members; who manages whom, who reports to
whom, and who works alongside whom. The assistant
marketing manager reports to the marketing manager,
not to the production manager.
Chapter Eight: 8.3
The structure signals PRIORITIES FOR
COMMUNICATING at three levels:
1.
2.
3.
Who CERTAINLY NEEDS to communicate WITH
WHOM. The assistant marketing manager needs to
communicate with the marketing manager
Who MAY NEED to communicate WITH WHOM.
The assistant marketing manager may sometimes
need to communicate with his/her equivalent in the
production department
Who DOES NOT NORMALLY NEED to
communicate WITH WHOM. The assistant
marketing manager does not normally need to
communicate with the firm’s legal representative.
Chapter Eight: 8.4
WEBER’S MODEL OF BUREAUCRACY
The “ideal” formal structures is bureaucratic, rational,
and impersonal. Rules determine
- WHO joins: ENTRY to the organization. What are the
entry qualifications for a particular job?
- WHAT the member does: JOB DESCRIPTION
- WHO works with WHOM: RELATIONSHIPS with
superiors, subordinates, and peers are regulated
- HOW the member works: PERFORMANCE
SPECIFICATIONS
- HOW is regulated positively: PUNISHMENT
(8.4)
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HOW members move up to higher ranks:
PROMOTION
HOW performance is regulated positively:
REWARDS
including pay, bonuses, and allowances
HOW performance is regulated negatively:
PUNISHMENT
WHEN the individual works: TIMETABLE
WHEN the member leaves: EXIT FROM THE
ORGANIZATION.
Chapter Eight: 8.5
HOW FAR DOES WEBER’S MODEL APPLY
IN PRACTICE?
Factors that influence how far the model applies in any
particular case include
- characteristics of the industry
- strategy
- personality of the top manager
- organizational culture
(8.5)
-
size
technology
labor-force factors
complexity of the task
national culture.