القتصاد و الجودة أكاديمية جابر: أ معهد( نابستر ) راضي

الريدينغ هذا يتكلم عن هيكل الشركة و كيف يتم التعاون بين اقسام الشركة

اجزاء رئيسية و هم المدير التنفيذي و6اول : يقول ان هيكل الشركة يتكون من المدراء اللي تحته و الموظفين و قسم يضع قوانين وسيستم الشركة و قسم

خارجي يساعد الشركة و معتقدات الشركة

اليات6ثانيا : التعاون والربط بين الشركة يتم عن طريق

خطوات لمزم تتبعها لقياس و تصميم هيكل9ثالثا : لما نبي تصنع هيكل شركة في الشركة

قوة لتخاذ القرارات, حيث ان القوة تتومزع على اعضاء و مدراء6رابعا : يوجد الشركة بستة طرق

انواع, كل نوع راح يرتكز على6خامسا و اخيرا : لما نبي نسوي هيكل الشركة في جزء رئيسي من الشركة (من النقطة اول ) و راح يستخدم نوع تعاون و ربط معين

(من ثانيا ) و راح يومزع القوة بطريقة مختلفة من نوع الهيكل الثاني (من رابعا )

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القتصاد و الجودة أكاديمية جابر: أ معهد( نابستر ) راضي

Six basic parts of the organization

• There are six parts of organization which play a major role in forming the organization and its coordination:

1) Strategic Apex: are Top Management who manage the organization.

2) Middle Line: lower-level management who are direct line between strategic apex and operating core.

3) Operating core: workers who produce the products or services on the basic level.

4) Technostructure: analysts, their role is design the control the work process and outputs

5) Support staff: people who provide support to the organizationfrom outside if its operating flow

6) Ideology: beliefs and tradition of the whole organization.

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القتصاد و الجودة أكاديمية جابر: أ معهد( نابستر ) راضي

Six basic coordinating mechanisms:

• First two are ad hoc, while the other four involve various formsof standardization:

1) Mutual adjustment : achieves co-ordination of work by the simple process of informal communication. The people who do the work interact with one another to co-ordinate.

2) Direct Supervision : Coordination is achieved by one individual taking responsibility for the work of others.

3) Standardization of the work process : the procedures to be followed, it’s the job of analysts to put the content of the work and its rules of different people to reach the expected coordination level

4) Standardization of the output : Coordination is obtained by clarification of expected results. It’s the job of analysts too.

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القتصاد و الجودة أكاديمية جابر: أ معهد( نابستر ) راضي

5) Standardization of skills : Coordination is reached through specified and standardized training and education. People are trained to know what to expect of each other and coordinate between each other. This done not from analysts, but internalized of the operators

6) Standardization of norms : means that the workers share a common set of beliefs and can achieve co-ordination based on it.

The essential parameter of design:

• There are four types of design parameters based upon 9 steps The first deals with the design of individual positions in the

organization. The second concerns the designs of ‘superstructure’, or

skeleton of the organization, The third deals with the design of lateral linkages to flesh out

the superstructure. The last concerns the design of the decision-making system in

the organization

1) Job Specialization : First step to design the task of each person. Determine how many tasks he has and how much control over these tasks he does.

Persons who have few tasks are referred to horizontally specialized.

Persons who have many tasks are referred to horizontally enlarged.

Persons who have little control over the tasks are called vertical specialized

Persons who have full control over the tasks are called vertical enlarged.

2) Behaviour formalization : Organization formalize the behavior of workers to reduce its variability, this done through mechanism called standardization of the work process . If the

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القتصاد و الجودة أكاديمية جابر: أ معهد( نابستر ) راضي

organization is rely of formalization of behaviors to achieve coordination this called bureaucracies.

3) Training : Deciding what formal training the organization will require in its different positions and then selecting the appropriately trained ‘professionals’ to fill them.

• Both of formalization and training are substitutes, they both focus on individual, but first one focus on professional employees while second one focus on unskilled one.

4) Indoctrination : Training the employee the organization’s value , beliefs and culture of it. As each organization has unique standards, then training should take place inside the organization.

5) Unit grouping : positions are grouped into units, each under its own manager, and units clustered into ever larger units under their own managers, until the whole organization comes under a single manager – the chief executive officer at the strategic apex.

• Units can be grouped by function as having same function like Sales function. Putting them as one group to coordinate work inthe organization for four reasons:

1) Establish system of supervision among positions and units

2) Positions and units needs to share common resources ( like knowledge and skills)

3) Helps in measure the performance ( by outputs standards)

4) Encourage mutual adjustment among them.

6) Unit size : Two relationship to understand the unit size

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القتصاد و الجودة أكاديمية جابر: أ معهد( نابستر ) راضي

a) First the greater the use of standardization ( of any kind) for co ordination, the larger the size of the work unit. less time its manager need spend on direct supervision and so the greater the number of employees.

b) The second relationship is that the greater the need for mutualadjustment, the smaller must be the size of the work unit. When tasks are rather complex yet tightly coupled, neither direct supervision nor any form of standardization suffices to effect the necessary co-ordination.

7) Planning and control systems : Planning system is used to put standardization of outputs which is the expected results. While control system to determine if the performance have metthe expected output or it needs to be developed.

8) Liaison Devices : to encourage the mutual adjustment between the units, it can be occur through 4 points:

1) Liaison positions : job created to coordinate the work of two units,

2) Task forces and standing committees : bring number of different units together, commonly to share interests.

3) Integrating managers : it’s stronger than the first two coordination types, by let one manager handle coordination between two units, but this manager hasn’t authority over the units as each unit still has its own manager.

4) Matrix Structure : matrix structure creation based upon dual authority, when two managers, units or individuals are made jointly and equally responsible for the same decision.

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القتصاد و الجودة أكاديمية جابر: أ معهد( نابستر ) راضي

• Shifting matrix structure are common highly in technology industry to encourage the mutual adjustments, it’s used with work that is:

Horizontal specialized ( few tasks) as it needs coordination. Complex or professional tasks Interdependent where the coordination is necessary

9) Vertical and horizontal decentralization

• When all the power rests at a single point in the organization we call it centralized. While if the power shared among many individual we call it decentralized.

There are many types of decentralized:

1) Vertical decentralization: the delegation of formal power down the hierarchy to line managers

2) Horizontal decentralization : the extent to which formal or informal power is dispersed out of the line hierarchy to non-managers.

3) Selective decentralization : the dispersal of power over one or a few kinds of decisions to the same place in the organization

4) Parallel decentralization : the dispersal of power for many kinds of decisions to the same place

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القتصاد و الجودة أكاديمية جابر: أ معهد( نابستر ) راضي

1) Type I , centralization: all the power rests at the strategic apex. we call centralization.

2) Type II , limited horizontal decentralization : When the strategicapex share some power with the technostructure and put the standardization of work processes for co-ordination, here analysts who design the systems of behaviour formalization that control others.

3) Type III , limited vertical decentralization: Managers of market-based units are delegated the power to control most of the decisions concerning their line units

4) Type IV , extreme of horizontal decentralization: Standardization of skills is relied upon for co-ordination. As a result, the professionals can work rather autonomously in large units, relatively free of the control of line managers.

5) Type V, selective horizontal and vertical decentralization: The power over different decisions is dispersed widely in the organization between managers and non-managers.

6) Type VI , full decentralization: when an organization socializes and indoctrinates its members to believe in its strong ideology. The result can be the form of decentralization. Everyone sharespower more or less equally.

The configurations

• As we have six basic parts, six basic mechanisms, six types of decentralization, so we have six types of configurations for structure:

1) Simple Structure:

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القتصاد و الجودة أكاديمية جابر: أ معهد( نابستر ) راضي

• One large unit of one or few top managers supervising group ofoperators who do the basic work, the coordination is handled by top manager

2) Machine bureaucracy:

• Requires large technostructure to design the system. The strategic apex here are having power to coordinate more than middle line

3) Professional bureaucracy:

• It rely on trained professionals where the employees are highly specialized and high control over their work. Here there’s little need for technostructure as the main standardization occurs asa result of training that takes place outside he organization

4) The divisionalized form

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القتصاد و الجودة أكاديمية جابر: أ معهد( نابستر ) راضي

• It’s based upon many divisions, each division has a manager from Middle Line. It’s not complete structure, but partial one onothers as each division has its own structure. The divisionalizedtakes place because products or services of each unit is diversified

5) The adhocracy

• It’s used for project structure, it’s based upon the coordination on mutual adjustment with highly specialized experts. And the power is delegated over different kinds of decisions..

6) The missionary

• Tends to be young organization because it takes time for a set of beliefs, here the power is delegated to all six parts of organization.

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