Works are assigned to subordinates and on the basis of level of responsibility they have given proper authority. Employees take part in a joint specialization based on the jobs at hand, providing expertise on a wide array of functions within the business. The structure of the business is more adaptable and flexible to changes. Such a design is never perfect or complete. Clearly, when goals of the organization are unclear and the methods for achieving them uncertain, managing in the new innovative way organic style can only prove to be productive for the organization.
It is the abstract of realities. Mechanistic organization is relatively easier and simpler to organize, but rapid change is very challenging. It also speeds up the whole process by being able to help each other in getting the job done. Disadvantages and limitation of Organic Organization Lack of coordination In this structure works are divided in different groups on the basis of common nature. In other words, you work in a very mechanistic organization about as far from an organic organization as it can be.
Management needs to bear additional expense to pay more remuneration and other facilities to experts. Jobs are less standardized In organic structure, job standard is not predetermined. Complex of decision Organic organization emphasizes on participative decision making process. The theories of Burns and Stalker impacted the field of organization theory, with their study of management and structure of Scottish electronics firms. As a result of the stability of tasks, there tends to be low integration between functional areas or departments in organizations that use a mechanistic structure. Decision making is more decentralized: The decisions are made at the scene of operations so that there is no assumption that people in higher positions are more knowledgeable than people in lower positions.
These companies have a de-centralized decision making structure to facilitate quickly adapting to changes in the market place. They are performed through constant interaction of people. Definition An organic organization is a type of informal organization originally described by British theorists Tom Burns and George Stalker. Article shared by : This article will help you to differentiate between mechanistic and organic organisation structure. Mechanistic Organic Individual specialization: Employees work separately and specialize in one task Joint Specialization: Employees work together and coordinate tasks Simple integrating mechanisms: Hierarchy of authority well-defined Complex integrating mechanisms: task forces and teams are primary integrating mechanisms Centralization: Decision-making kept as high as possible.
Mechanistic organisation structure emphasises on narrow span of control. The advantage of group leadership is that controlling the environment is shared by several people, instead of one person telling everyone what is expected. An organization that fits perfectly into the ideal type of organization on either side of the continuum probably does not exist. Organic organisation structure is more suitable for organisations operating in a dynamic environment. It flows in all directions in the form of suggestions, advises and information rather than orders. Max Weber, a German sociologist, and his associates examined many different organizations to empirically determine the common structural elements and emphasized those basic aspects that characterize an ideal type of organization.
Likewise, this creates a situation where, for the most part, functional areas are not dependent on each other. Organic Church: Growing faith where life happens. Instead, the repetitiveness and stability of the procedures needed to cook a hamburger are more efficient when the employee follows established procedures and customers can trust that each hamburger they purchase will taste the same. Therefore, power and authority should also be delegated to lower-level employees. Low formalization Employees need to consider minimum formal rules and regulations and small direct supervision from superiors. This is a rather unconventional approach to planning — certainly, an approach that some might argue is not strategic at all.
Although employees should still be hired for and put in positions that benefit from their specific areas of expertise, familiarity with the inner workings of the entire business is a definite plus. Communication between members of concern Vertical communication; i. Are community development and organising allies or rivals?. There is a greater scale of verbal communication between parties. These can co-exist and should continue to co-exist in order to keep the firm alive and thriving. Although personally i like organic structure, an organization needs to find an appropriate structure and evaluate its benefit for their own organizations.
The authority to solve problems is given to those who are capable of solving such problems irrespective of their position or status. Importance and prestige attach to affiliations and expertise valid in the industrial and technical and commercial milieux external to the firm. It is characterized by low complexity, low centralization, and low formalization. The functioning of the organization based upon rational and objective standards excludes the intervention of personal considerations, emotions and prejudices. Usually, each person handles one task within the network of business functions.