Summary: Management And Organization 2

Read the summary and the most important questions on Management and organization 2

• The machine bureaucracy > Chapter 9

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• What are the main design parameters of the machine bureaucracy?

  Action planning and vertical and horizontal job specialization.

• What are the situational factors of the machine bureaucracy?

  Old, large, regulating technical system.

• Some issues of the machine bureaucracy. > Human problems in the operating core. Explain:

  Treating people as means of status and function rather than as individuals. Consequence of destroying the meaning of work itself.

• Some issues of the machine bureaucracy. > Conflict between engineering efficiency and individual satisfaction. Explain:

  As long as society demands cheap, mass-produced goods and services, many jobs will not be affected by job enlargement.

• Which part of the organization enjoys most power?

  The strategic apex. > Conflicts are bottled up. Top managers have to handle disturbances and coordinate activities of the middle-line and to analysts standardize everyone else's work.

• Conditions of the machine bureaucracy. Explain the conditions by using the words environmentand regulating technical systems.

  • Environment. > Simple rationalized in simple tasks and stable be predicted, made repetitive > Standardized. 
  • Regulating technical systems. > Routine work and enable it to be formalized. 

• The professional bureaucracy > Chapter 10

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• What kind of coordination is used in the professional bureaucracy?

  Standardization of skills and knowledge of their operating professionals.

• What is the design parameter used in the professional bureaucracy?

  Training and indoctrination. > Typically, a long period of on-the-job training, such as internship in medicine. The professionals have considerable control over their own work. The work is highly specialized in the horizontal dimension, but enlarged in the vertical one.

• The pigeonhole process involves two basic tasks. Describe those tasks?

  • To categorize the client's need in terms of contingency. Indicates which standard program to use (diagnose). 
  • To apply, or execute, that program. 

• Who defines the strategy in a professional bureaucracy?

  The individuals within the organization as well as the professional associations on the outside. - Strategies are concerned what clients to serve and how. The strategies are inculcated during their formal training and are modified as new needs emerge by the professional associations.