Organisation Structure Essay

The structure is to rangyy centralized. The strategical leader makes all key decisions and most communication is done by one on one conversations. It is particularly useful for new (entrepreneurial) concern as it enables the founder to control growth and development. They are usually ground on traditional domination 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 developed bureaucratic mechanism compares with new(prenominal) organizations exactly as does the machine compare with the non-mechanical modes of production.Precision, speed, unambiguity, strict subordination, reduction of clank and of material and personal costs- these are raised to the optimum point in the strictly bureaucratic administration. 5 Bureaucratic structures have a certain horizontal surface of standardization. They are better suited for more complex or big scale organizations. They usually adopt a tall structure. Then tensity between bureaucratic structures and non-bureaucratic is echoed in Burns and Stalker6 distinction between mechanistic and organic structures. It is not the entire thing about bureaucratic structure.It is actually much complex and useful for hierarchical structures organization, mostly in tall organizations. edit Post-bureaucratic The term of post bureaucratic is utilize in two senses in the organizational literature one generic 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 eighties that specifically contrast themselves with Webers ideal type bureaucracy. This whitethorn include total quality management, culture management and matrix management, amongst differents. no(prenominal) of these however has left behind the core tenets of Bureaucracy.Hierarchies relieve exist, authority is still Webers rational, legal type, and the organizatio n is still rule bound. Heckscher, logical argument along these lines, describes them as cleaned up bureaucracies 8, or else than a fundamental break 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 as mannikinment in principle.. it shifts focus from organizational structure to the organizations culture.Another smaller group of theorists have developed the surmisal 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) on t hat point is an emphasis on meta-decision making 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 adorn people who normally experience oppression in groups. Still other theorists are developing a resurgence of interest in complexity theory and organizations, and have focused on how simple structures can be used to engender organizational adaptations.