Evolution of Formal Organizations 5
Evolution of Formal Organizations
Kirsten Hudspeth
17 January 2010
SOC 120
Axia, university of Phoenix
Evolution of Formal Organizations
Many decisions come with running an organization in today’s market. The evolution and choices of operating an organization has turned full circle over the last century. The decision on whether or not to run a tight ship formal bureaucratic organization, or an open more flexible organization depends on the business and people involved in running the organization. Both of these methods have been shown to be efficient in different ways and in different times.
Developing organizational structure has been practiced since the beginning of man. Without knowing it man was constructing a bureaucratic organizational structure from day one by assigning a leader, and delegating different tasks and responsibilities to it members. An organized structure is defined as delegating responsibilities, authorities, and relations organized in such a way as to enable the organization to perform its functions (Mencer, 2002). Bureaucracy is an organizational model rationally designed to perform tasks efficiently (Society, 2006). This is exactly what man did from assigning tribal leaders and allotting specific task to members of the tribal to be completed in order for the tribal unit it run efficiently and be effective. This method had been found very effective and put into place century after century.
With the bureaucracy organization working so well there was little need for change. In the early 1900s organizations were run using a conventional bureaucracy. A conventional bureaucracy is defined as an organization in which officeholders have defined positions and titles. Formal rules specify the duties of the officeholders. Personality distinctions are usually discouraged by the rules (The New York Times Company., 2010). This form of running an organization took shape using a pyramid design with a well defined chain of command all the way
Kirsten Hudspeth
17 January 2010
SOC 120
Axia, university of Phoenix
Evolution of Formal Organizations
Many decisions come with running an organization in today’s market. The evolution and choices of operating an organization has turned full circle over the last century. The decision on whether or not to run a tight ship formal bureaucratic organization, or an open more flexible organization depends on the business and people involved in running the organization. Both of these methods have been shown to be efficient in different ways and in different times.
Developing organizational structure has been practiced since the beginning of man. Without knowing it man was constructing a bureaucratic organizational structure from day one by assigning a leader, and delegating different tasks and responsibilities to it members. An organized structure is defined as delegating responsibilities, authorities, and relations organized in such a way as to enable the organization to perform its functions (Mencer, 2002). Bureaucracy is an organizational model rationally designed to perform tasks efficiently (Society, 2006). This is exactly what man did from assigning tribal leaders and allotting specific task to members of the tribal to be completed in order for the tribal unit it run efficiently and be effective. This method had been found very effective and put into place century after century.
With the bureaucracy organization working so well there was little need for change. In the early 1900s organizations were run using a conventional bureaucracy. A conventional bureaucracy is defined as an organization in which officeholders have defined positions and titles. Formal rules specify the duties of the officeholders. Personality distinctions are usually discouraged by the rules (The New York Times Company., 2010). This form of running an organization took shape using a pyramid design with a well defined chain of command all the way
References: Mencer, H.J. (2002). Development of Quality Assurance System in Higher Education. Tempus. Retrieved on January 16, 2010. Retrieved from http://www.unizg.hr/tempusprojects/glossary.htm Shaw, J.D., Gupta, N., & Delery, J.E. (2002). Pay dispersion and workforce performance: Moderating effects of incentives and interdependence. Strategic Management Journal, 23(6), 391. Retreived on 16 January 2010. Retrieved from http://proquest.umi.com.ezproxy.apollolibrary.com/pqdweb?index=14&did=139529381&SrchMode=1&sid=5&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1263792113&clientId=13118 Society: The Basics, Eighth Edition by John J. Macionis. Published by Prentice-Hall. Copyright © 2006 by Pearson Education, Inc. Retrieved on 17 January 2010. The New York Times Company. (2010). Economics. Retrieved on 17 January 2010. Retrieved from http://economics.about.com/cs/economicsglossary/g/bureaucracy.htm Trends in Unified Communications: Vendor strategies, competitor landscape and market forecasts. (2009). Business Insights, (), Retrieved on 17 January 2010. Retrieved from http://web.ebscohost.com/ehost/detail?vid=3&hid=4&sid=6c34b336-a472-4b92-8f9f-50331e6768ed%40sessionmgr12&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=fff84f71&AN= Virtual Organization: Resource-Based View. (2007). International Journal of E-Business Research, 37(1), 1. Retrieved on 16 January 2010.