The four fundamentals of organizing

Organizing – ensuring that tasks have been assigned and a structure of relationships created that facilitates meeting organizational goals.

1. ENSURING THAT WORK ACTIVITIES ARE DESIGNED TO BE COMPLETED IN THE BEST WAY FOR THE ORGANIZATION
- Involves understanding the overall mission and strategy of the organization, and breaking it down into smaller steps and specific activities that taken together can
help accomplish the overall work of the org

Formalization – amount of written documentation in an organization

Enlightened standardization – variation of FBL standardization that embraces SET experimentation when it profitably reduces socio-ecological externalities
2. ENSURE THAT THE TASKS ASSIGNED TO THE MEMBERS ARE THE ONES REQUIRED TO FULFILL THE WORK OF THE ORGANIZATION
- Taking all the specific organization members to make sure the activities are completed

Sensitization – members actively being aware of how their work fits with co-workers and others with an eye toward improving practices via experiments that take
advantage of opportunities or address needs
Enlightened specialization – FBL specialization that embraces SET sensitization in instances where it profitably reduces negative socio-ecological externalities.
3. ENSURE THAT THERE IS ORDERLY DEFERENCE AMONG MEMBERS
- Members know who makes whick decisions, who assigns tasks, and who should be listened to in which situations

Authority – formal power given to specific members to arrange resources and/or to assign tasks and direct the activities of the members in ways that help to
acieve organizational goals
 Span of control – number of members that report directly to a given manager
Line of authority – having formal power to direct and control immediate subordinates
Staff authority – having formal power to advise and provide technical support for others, but not to tell them what to do
Delegation – process of giving authority to a person or group to make decision in a specified sphere of activity
Responsibility – obligation or duty of members to perform assigned tasks
Accountability – expectation that a member is able to provide compelling reasons for the decisions that they make
Enlightened centralization – variatiom of FBL centralization that embraces SET dignification on a piecemeal basis when it profitably reduces negative socio-
ecological externalities

4. ENSURE THAT MEMBERS WORK HARMONIOUSLY

- Pulls everything together, ensuring that the different pieces of the organizational puzzle are working together as desired

Departmentalization two key dimentions

1. Departmental focus – looks at the relative emphasis an organization places on internal efficiency versus on external adaptiveness
 Divisional structure – evident when members are placed together based on them working as a subunit that provides a specific kind of product or service, serves
similar customers, or operated in the same geographic region

Functional structure – places members in the same department based on their having similar technical skills and using similar resources to perform their tasks

Hybrid structure – get advantages of functional structure and advantages of the divisional structure

Matrix departmentalization – organization has both divisional and functional departments, and members are simultaneosly assigned to both

2. Departmental membership – looks at whether departmental membership is permanent versus short term

Team – collection of three or more people who share task-oriented goals, work toward those goals interdependently, and are accountable to one another to
achieve those goals

Task forces – teams that disband when their work has been completed, with members “floating” from one task force to the next as the need arises

Outsourcing – using contracts to transfer some of an organization’s recurring internal activities and decision-making rights to outsiders

Network structure – organization enters fairly stable and complex relationships with a variety of other organizations that provide essential services, including
manufacturing and distribution.

Virtual organization – work is done by people who come and go on an as-needed basis and who are networked together with an informal technology architecture
that enables them to synchronize their activities.

ENTREPRENEURIAL IMPLICATIONS (Summary)

- Their uncertain nature tends to make start-up less developed in terms of an FBL approach, and more likely to adopt a SET approach