The key points from this module are:
The Strategic Choice argument by John Child claims that decision-makers choose the structure they have, rather than structure being determined by variables such as transformations processes or environment.
Child presented his arguments about Strategic Choice in the early 1970s.
Some power-control assumptions about organizational decision making include:
Decision-makers follow the traditional decision-making process.
Top management is the dominant coalition in an organization.
Goal consensus exists.
Divergent in trust.
Ways by which organizations limit the severity, scope, and danger posed by competitors include:
Entering into informal relationships.
Mergers and Joint Ventures.
Lobbying for government regulations.
Power refers to an individual's capacity to influence decisions.
Authority refers to the right an individual has relating to their job position to give orders and make decisions.
Politics refers to the efforts of organizational members to mobilize support for/against policies, rules, goals, and other decisions in which the outcome will have some effect on them.
The 3 ways to acquire power in an organization include:
Control of resources.
Henry Mintzberg argues that there are five basic parts to any organizations. These include:
The Operating Core - Employees who do the basic work related to the production of products and services.
The Strategic Apex - Top-level managers charged with the overall responsibility for the organization.
The Middle Line - Managers who connect the Operating Core with the Strategic Apex.
The Technostructure - Analysts, charged with effecting certain forms of standardization in the organization.
The Support Staff - People that fill the staff units, who provide indirect support services for the organization.
Some structural configurations mentioned include:
These configurations are further classified into two:
1. Simple Structure
1. Machine Bureaucracy
2. Professional Bureaucracy
3. Divisional Structure
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