Distinguish Between Functional and Dysfunctional Conflict
INTERNATIONAL JOURNAL OF SCHOLARLY ACADEMIC INTELLECTUAL DIVERSITY
VOLUME 14, NUMBER 1,
201
2
1
Mechanistic
-
Organic Organizations
—
A n Axiomatic Theory:
Authority Based on Bureaucracy or Professional Norms
Fred C. Lunenburg
Sam Houston State University
ABSTRACT
M echanistic and organic organizations are opposite ends of a continuum of organizational structure possibilities. Mechanistic organizations are efficient, rigid, predictable, and standardized organizations.
Specifically, m echanistic organizations are charac terized by a rigid hierarchy; high levels of formalization; a heavy reliance on rules, poli cies, and procedures; vertical specialization; centralized decision making; downward communication flows; and narrowly defined tasks. In contrast, organic organizati ons are flexible, adaptable, and team directed.
In particular, o rganic organizations are characterized by weak or multiple hierarchies; low levels of formalization; loose rules, policies, and procedures; horizontal specialization; decentralized decision ma king; communication flows in all directions; and fluidity of tasks adaptable to changing conditions. Some writers have called attention to the incongruency between bureaucratic and professional norms
(Crozier
& Friedberg,
2010; Etzioni
-
Halevy, 2010)
.
Specifically, they argue that occupants of hierarchical positions frequently do not have the technical competence to make decisions about issues that i nvolve professional knowledge.
That is, there is a basic conflict in educational organizations between au thority based on bureaucracy and authority based on professional norms
(Abbott & Caracheo, 1988).
Others support the notion that bureaucratic orientations and professional attitudes need not conflict if teachers are provided with sufficient autonomy to car ry out their jobs
(Hoy
& Sweetland, 2000)
.
We can conclude from this research that most schools have both bureaucratic and
VOLUME 14, NUMBER 1,
201
2
1
Mechanistic
-
Organic Organizations
—
A n Axiomatic Theory:
Authority Based on Bureaucracy or Professional Norms
Fred C. Lunenburg
Sam Houston State University
ABSTRACT
M echanistic and organic organizations are opposite ends of a continuum of organizational structure possibilities. Mechanistic organizations are efficient, rigid, predictable, and standardized organizations.
Specifically, m echanistic organizations are charac terized by a rigid hierarchy; high levels of formalization; a heavy reliance on rules, poli cies, and procedures; vertical specialization; centralized decision making; downward communication flows; and narrowly defined tasks. In contrast, organic organizati ons are flexible, adaptable, and team directed.
In particular, o rganic organizations are characterized by weak or multiple hierarchies; low levels of formalization; loose rules, policies, and procedures; horizontal specialization; decentralized decision ma king; communication flows in all directions; and fluidity of tasks adaptable to changing conditions. Some writers have called attention to the incongruency between bureaucratic and professional norms
(Crozier
& Friedberg,
2010; Etzioni
-
Halevy, 2010)
.
Specifically, they argue that occupants of hierarchical positions frequently do not have the technical competence to make decisions about issues that i nvolve professional knowledge.
That is, there is a basic conflict in educational organizations between au thority based on bureaucracy and authority based on professional norms
(Abbott & Caracheo, 1988).
Others support the notion that bureaucratic orientations and professional attitudes need not conflict if teachers are provided with sufficient autonomy to car ry out their jobs
(Hoy
& Sweetland, 2000)
.
We can conclude from this research that most schools have both bureaucratic and
References: Abbott, M. G., & Caracheo, F. (1988). Power, authority, and bureaucracy. In N. J. Boyan (Ed.).