Approaches
: This approach has been critically attacked by the exponents of behavioural sciences
as being overly mechanical and ignores the human aspects. The proponents of this approach like
Elton Mayo, Mary Parker Follet, Chester Barnard, Douglas Mc Gregor
etc. suggest that there
should be less emphasis on hierarchy and more participation of lower ranks in the decision making
process. The structure should be less formal and more democratic.
In recent years a new type of organisation is coming into focus, which is much more informal
in nature with a minimum of formal division of duties and is known as the “organic structure”. It
deemphasizes authority and concentrates on problem solving.
13.3 FACTORS OF ORGANISATIONAL DESIGN
Some of the factors to be considered in designing an operational and effective organisation are:
(a) Environment:
The external environment is an important strategic factor affecting the organisational
design in relation to relation stability or unpredictable rapid changes. This would consider the impact
of customers, suppliers, competitors, legal and political changes, and economic conditions. A more
uncertain environment will have less predictable elements requiring the use of more specialised
experts who are trained to deal with the problems created by an ever changing situation. A stable
environment can go for a more mechanistic structure.
(b) Technology:
Technology is a combination of tools, techniques and know how and has a major
influence on organisational structure. The design of the organisational structure would depend upon
whether the technology is simple and routine requiring few repetitive tasks, where as mechanistic
structure is beneficial or complex, intensive technology where there is a high interdependence among
members of the work-force, an organic structure will be operationally more effective.
Dostları ilə paylaş: 
