Group/Individual
Level
Facilitating
structures - Organisational structures
Mechanistic
versus organic structures
The basic structural distinction is between
firms with organic verses mechanistic structures. Although the organic and mechanistic
forms do not represent a simple dichotomy, we find that firms with more organic structures
tend to be more innovative. Firms with more mechanistic structures are usually less
technologically innovative and more resistant to change.
Some specific characteristics of organic forms of
organisation that are frequently related to innovation are:
- informal definitions of jobs
- lateral, network-like, communication patterns
- consultative rather then authoritative communication
styles
- diffusion of knowledge-seeking throughout the firm, and
- greater prestige and importance attached to
extra-organisational than internal knowledge or activities.
Firms with mechanistic structures are usually less
technologically innovative and more resistant to change. Some specific characteristics of
mechanistic organisational forms are:
- rigid breakdowns
of roles and jobs into functional specialisations
- precise definitions
of duties, responsibilities, and power
- hierarchical control,
authority, and communication
- belief that the managers
at the top know what is best
- reliance on vertical
interactions
- greater prestige
and importance attached to internal than to
- extra-organisational
knowledge or activities
- hierarchical ranking
of jobs and people
- specialisation and
fragmentation of work and function
- formal systems of
rules and procedures for all contingencies, and
- a degree of impersonality
in human relations.
Click
here to go to the Organisational Structure Analysis
Tool that will help you determine how mechanistic or
organic your organisation structure actually is.
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Holistic Management Pty. Ltd.