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Hatch3e Lectureguide ch04
Hatch3e Lectureguide ch04
CHAPTER 4
Chapter 4 Objectives
To understand how various dimensions of organizational social structure
(differentiation, integration, specialization, centralization etc.) interrelate and affect
organizational effectiveness.
To examine two models of structural change: the organizational lifecycle and the
open systems model.
To explore symbolic-interpretive approaches to social structure: routines and
improvisations, institutionalized practices, and organizations-as-communities.
To explore postmodern alternatives to social structure.
Teaching Notes
Students, especially if they have little work experience, often find it difficult to grasp the
dimensions of organizational social structure and their interrelationship. The concepts
of differentiation and integration can be particularly perplexing, partly because of the
terminology. Its therefore helpful to have examples of organization charts to illustrate
each of the dimensions.
1. The nature of bureaucracy (Classical Management, one best way). Bullet points
on page 91 summarise the main characteristics of Webers ideal bureaucracy:
The division of labour - how work is divided up in order to achieve goals (e.g., by
function, product, activity); Seen as divisions and departments in an
organization chart.
The hierarchy of authority what positions and at what level in the organization
specific decisions can be made, what positions reports to what positions;
Seen as levels in an organization chart.
Formal rules and procedures explicit written rules, policies, procedures, job
descriptions etc.
Students often have experiences as a customer, if not an employee, of a bureaucratic
organization such as the Department of Motor Vehicles, the Postal Service, maybe a
hospital. These experiences can be used to discuss the pros and cons of bureaucracies.
For example, up to the mid 1990s ,the defence procurement system of US Department of
Defence was characterized by a rule-bound bureaucracy resulting in cost overruns,
technical problems, and systemic deficiencies. William Perry (under Clinton) led system-
wide defence procurement reform to streamline the process. Examples of streamlining
the bureaucracy included:
a) The Armed Forces had a library of military specifications and standards prescribing
every aspect of weapon development containing over 30,000 documents. This covered
what & how to build it now covers what only.
b) It used to take the Defence Personnel Support Center in Philadelphia, 60 days to
deliver supplies to DoD mess halls, commissaries & hospitals - this was cut to less than
72 hours1.
1
See Transforming Organizations M. A. Aramson & P. R. Lawrence (2001) Maryland:
Rowman & Littlefield.
A useful way of thinking about these dimensions is that each is a piece of a jigsaw puzzle,
and all the pieces have to fit to get the whole picture of the organization completed.
Managers have to balance considerations in each dimension and weigh the pros and
cons, for example, standardization means that people will perform to rules and
procedures, which forms a basis for identifying deviations (and therefore controlling
performance), but often means new or unique situations and problems are difficult to
handle as employees are unable to use their discretion. There is also little creativity and
innovation. So what is required in a particular organization conformity or creativity?
Its helpful to use real examples to illustrate the dimensions, e.g., compare McDonalds to a
dot.com. Ask how they might differ along each of these dimensions. Relate these
examples to whether the organization might be organic or mechanistic (Burns & Stalker)
and to the degree of environmental uncertainty facing each (Lawrence & Lorsch).
occurs, i.e. looks at social practices, recognises the influence of actors, and often takes a
more micro perspective (see Orlikowskis work cited in this chapter). 2
Of course, some of these features are not literally real in the sense of being
independent or experienced in exactly the same way by those involved. I saw no
casualties, wrestling or potholes as I walked around the Plant, but his way of
talking created an image of a chaotic organizational life; an image of darkness I
still carry with me when I recollect my visits. Such imagery can be very powerful
in shaping meaning and has its impact in how others respond and whether they
take up similar ways of talking. Vince is perhaps trying to deal with the chaotic
welter of impressions by constructing features (casualties, priorities) to talk
around. In asking tell me about all the casualties..., Vinces language may
influence and be responsive to (intentionally or unselfconsciously) the talk of
other organizational members as conversational participants construct themes
around which organizing activity can take place. In this way, through a shared
metaphor, a common sense may develop. This sense of a shared imagined
emerged in my conversation with Dave, the Production Manager in the same
company. I came away with the same impression of darkness:
Dave: You plan to use this machine and have to use that, and some
weeks this breaks and then that breaks - so its very difficult .... You plan
something then Boom! something happens.... thats one of the dark tunnels.
2
For further discussion see Barley, S. R. & Tolbert, P. s. (1997) Institutionalization and
structuration: Studying the links between action and institution. Organization Studies, 18: 93-118.
really out there (because there is no thing really out there) but just the constructions of
academics working from within their own language game.
Discussion Questions
Discuss:
- How activities are grouped (division of labour)
- Degree of horizontal and vertical differentiation (is organization tall or flat)
2. Prior to class, ask students to identify language, metaphors, jargon, phrases, images,
etc within their organization. Discuss how these ways of talking might help construct and
enact features of the organization.
Ontology
Agency
Epistemology
Form of
Explanation
Language
Conflict/Order
Goals
Organizations
are:
Structure
Managers Role
Language Represents reality, used to Dialogue and speech acts Everything is language /
express inner thoughts. privileged. language is everything.
Conflict/Ord Order and progress. Some shared sense along with Contested realities,
er multiple interpretations interpretations
Structure Fixed and concrete. Structure is fluid, emerges in Power relations & inequalities.
Represented in charts. Aims interaction and symbols. Discourses vying for control.
at prediction, functional Roles, authority are Hegemonic stories of
control and efficiency. negotiated. oppression.
Hierarchical relationships. Communities of sub cultures. Silences voices.
Managerial authority. Ongoing constructions. Gendered.
Clear lines of control and Collaboration.
accountability.
Clearly defined roles,
relationships, authority.
Expertise & authority at levels.
Students are shown a completed isosohedron (a 20-sided shape), asked to figure out how
to construct one, and then to actually construct one in their groups.
Materials:
30 kebab/cocktail sticks
12 fruit pastilles or jellied candy
1. Discuss Lawrence and Lorschs differentiation and integration and the tension between
the two.
2. Talk about Richard Buckminster Fuller (1985 1983), a U.S. inventor and
mathematician who invented the geodesic dome. This is a structure composed of
triangles, made of lightweight material but very strong. The U.S. exhibit at Expo 67 in
Montreal was housed by a geodesic dome and is still standing. This method allowed
larger domes to be built using the principles of compression and tension. Fuller used the
term tensegrity (tensile and integrity) to express the combination of continuous tension
and compression which can also be used to describe the relationship between
differentiation and integration in an organization. See
http://en.wikpedia.org/wiki/Geodesic_dome
3. Show groups the finished isosohedron and give them the materials and have them
figure out and build their own.
4. Isosohedrons look flimsy but in combining triangles, compression and tension provide
strength.
5. Link to integration and differentiation:
- how do organizations create strengths through integrating differentiated elements
- how are tensions of differentiation managed
- integrating mechanisms used by organizations
- link to matrix structures (Chapter 9 if covered)
6. Process: How does this relate to the way they worked in their groups (division of
labour, integration, common goal)?
Isosohedron Construction:
1. Select two pastilles and push five cocktail sticks into each. These need to be evenly
spaced around the pastel (like the spokes of a wheel) and angled about 50% to make a
'shallow' cone shape. When you have done two identical ones you need to push a pastille
on the end of each of the cocktail sticks i.e. the ends of the spokes. You will have now
used up all 12 pastels and 10 of your 30 cocktail sticks.
3. The next stage is to join up the two identical cones. This is best achieved by two people
(otherwise you will run out of hands!). Place the cones facing each other until the five
pastels on each cone touch. Then give a half twist so that the pastels are exactly halfway
between each other. Now take the other 20 cocktail sticks and begin to work around the
sphere joining the two halves up making small triangles. Firstly join up the edges of the
cones, then use some of the sticks to go diagonally across between the ends of one
pastel of one cone to another pastel on the other cone. It will look as if it is diagonal
because of the half twist you have created. Carry on until all the gaps between the pastels
are joined up. You will have then used all 30 sticks.
Web Links
Chapter Assignments
1. You are the owner of a company making high class chocolates. You employ around
100 people and have grown rapidly over the last 5 years. You are reviewing your
organizational social structure as a basis for further growth. What design choices do you
think are appropriate and why (e.g., degree of differentiation, what integrating
mechanisms will you introduce, de/centralization etc)?
(You may want to refer students to Tables 4.3 page 105 and figure 4.2 page 106, Greiner
and Mintzbergs models)