Power
Structure as patterns of relations. Structures are applicable to people in how a society is as a system organized by a characteristic pattern of relationships. Power as influence over those relations. The structure of any organization, seen in this way, will partly be the outcome of the efforts of managers and other organizational designers to structure tasks, activities and establish a controlling hierarchy of command (Watson, 2008).
A sharp distinction should be made between the formal structure of an organization and its actual day-to-day work activities. Formal structure is a blueprint for activities which includes, first of all, the table of organization: a listing of offices, departments, positions, and programs (Meyer & Rowan, 1977).
Formal power is bureaucracy and informal power is like charismatic power.
Weber’s (1978) Concept of power is the probability that one actor in a social relationship will be in a position to carry out his (sic) will despite resistance, regardless of the basis on which this probability rests.
Legitimate power is based on structural relationships between individuals and groups which develop over time or in response to valued attributes.
Post bureaucracy is decentralization empowerment of employees de-differentialisation (upskilling) democratized decision making participatory technologies high trust (Alvesson & Thompson, 2005)
Pre-bureaucratic (entrepreneurial) structures lack standardization of tasks. This structure is most common in smaller organizations and is best used to solve simple tasks. The structure is totally centralized. The strategic leader makes all key decisions and most communication is done by one on one conversations. It is particularly useful for new (entrepreneurial) business as it enables the founder to control growth and development.
They are usually based on traditional domination or charismatic domination in the sense of Max Weber's tripartite classification of authority.
Weber’s
A sharp distinction should be made between the formal structure of an organization and its actual day-to-day work activities. Formal structure is a blueprint for activities which includes, first of all, the table of organization: a listing of offices, departments, positions, and programs (Meyer & Rowan, 1977).
Formal power is bureaucracy and informal power is like charismatic power.
Weber’s (1978) Concept of power is the probability that one actor in a social relationship will be in a position to carry out his (sic) will despite resistance, regardless of the basis on which this probability rests.
Legitimate power is based on structural relationships between individuals and groups which develop over time or in response to valued attributes.
Post bureaucracy is decentralization empowerment of employees de-differentialisation (upskilling) democratized decision making participatory technologies high trust (Alvesson & Thompson, 2005)
Pre-bureaucratic (entrepreneurial) structures lack standardization of tasks. This structure is most common in smaller organizations and is best used to solve simple tasks. The structure is totally centralized. The strategic leader makes all key decisions and most communication is done by one on one conversations. It is particularly useful for new (entrepreneurial) business as it enables the founder to control growth and development.
They are usually based on traditional domination or charismatic domination in the sense of Max Weber's tripartite classification of authority.
Weber’s