Organization as Structure vs Organization as Process
Organization as structure vs organization as process
Child J. (2005) has argued “Organization has structural, processual and boundary-defining facets.” (p.6) Organization as structure and organization as process are organizational choices, which are very distinct from each other. Organization as structure refers to ‘basic structure’ in which tasks and responsibilities are distributed among the work hierarchy. The organizational authority is at the same time centralized, delegated and standardized within structural organization. In fact, the notion of supreme authority is integrated to this form of organization. However, significant degrees of authority can be observed within different hierarchal levels. Procedures, processes and rules are applied to solve problems within the organization. This division of labor refers to departmentalization and its components: functional organization (work departments within a company), product departmentalization (division of productions within the same market), customer departmentalization (customers groups of each branch of activity within a unique company), geography departmentalization (division of different business localities within a company), matrix departmentalization (hybrid structure when at least two forms of departmentalization are used together). Organization as structure takes up the division of labor concept by specializing workforce into small tasks. Child J. (2005) has claimed “Procedures focus more closely on behavior.” (p.7) Process is performed through its different components: integration, control and reward. Child J. (2005) has also explained “The purpose of each is to help achieve a configuration of mental and physical efforts that lead to good corporate performance.” (p.8). Integration refers to the empowerment of each organization’s actor. Decision-making authorities, duties and responsibilities circulate within the organization. The work hierarchy is thus, restructured in order to respond properly
Child J. (2005) has argued “Organization has structural, processual and boundary-defining facets.” (p.6) Organization as structure and organization as process are organizational choices, which are very distinct from each other. Organization as structure refers to ‘basic structure’ in which tasks and responsibilities are distributed among the work hierarchy. The organizational authority is at the same time centralized, delegated and standardized within structural organization. In fact, the notion of supreme authority is integrated to this form of organization. However, significant degrees of authority can be observed within different hierarchal levels. Procedures, processes and rules are applied to solve problems within the organization. This division of labor refers to departmentalization and its components: functional organization (work departments within a company), product departmentalization (division of productions within the same market), customer departmentalization (customers groups of each branch of activity within a unique company), geography departmentalization (division of different business localities within a company), matrix departmentalization (hybrid structure when at least two forms of departmentalization are used together). Organization as structure takes up the division of labor concept by specializing workforce into small tasks. Child J. (2005) has claimed “Procedures focus more closely on behavior.” (p.7) Process is performed through its different components: integration, control and reward. Child J. (2005) has also explained “The purpose of each is to help achieve a configuration of mental and physical efforts that lead to good corporate performance.” (p.8). Integration refers to the empowerment of each organization’s actor. Decision-making authorities, duties and responsibilities circulate within the organization. The work hierarchy is thus, restructured in order to respond properly