home Management Management - Vikhanskiy OS

Management - Vikhanskiy OS

1.2. Organic type of organization

Organic approach to designing an organization is characterized by weak or moderate use of formal rules and procedures, decentralization and participation of employees in decision-making, widely defined responsibility in the work, flexibility of the power structure and a small number of hierarchy levels. This approach demonstrates its effectiveness in conditions when non-nuclear technology is used (high uncertainty of when, where and how to do work) and there is a complex and dynamic external environment. A vivid example of the effective application of the organic approach is the organization of the production of electronic equipment. Experts recognize that the technology of electronic production is changing almost every week. At an equally rapid pace, the external environment is changing, the complexity of which no one doubts.

Organic approach allows the organization to better interact with the new environment, to adapt quickly to changes, i.e. Be more flexible. In order to better illustrate the essence of the organic approach, it can be presented as the direct opposite of the "ideal" bureaucracy (Table 8.1). If the mechanistic approach directs the organization to highly structured roles, then the description of the work under the organic approach can consist of only one phrase: "Do what you consider necessary to do the work." Similarly, when making a decision: "You are an expert in this matter, and you decide." With an organic approach, due to the lack of clear assessments and standards, the worker is more motivated by self-motivation and inner reward than a clearly developed system of formal control.

Most specialists see the future in the organic approach and continue to heavily criticize the mechanistic approach. However, managers must take into account the specific conditions in which a particular organization operates, and on this basis make their final choice. In management, as in any other sphere of human social activity, there is no a priori notion of a "good" or "bad" system. There is a choice corresponding to the existing conditions, and a choice that is not appropriate for them. When conditions change, the choice may change. A clear example of this is the transition to the 1980s. Electronic companies in organizational design from the use of a mechanistic approach to the use of organic.

Table 8 1

Characteristics and conditions for the effective use of mechanistic and organic approaches in the design of an organization