Organizational Structures

Table of Contents

Foreword

Preface

Chapter 1. Structures

• Concepts of Structure and Their Importance
  • Structure as a Pattern of Interaction
  • A Structure is a Need-Satisfying Patter of Interaction
• Relationships Between Structures and Task Processes
  • Problems and Task Processes
  • Task Processes and Roles
  • Roles and Organizational Levels
  • Types of Structural Relationships
• Measurement of Structure
  • An Index of the Degree of Hierarchy
  • An Index for the Degree of Task-Process Efficiency
  • Data Limitations May Prevent Realization of More Ideal Measures of Structure
  • Surrogate Measures of Hierarchy
  • Surrogate Measures of Process
  • Some Characteristics of Types of Organizational Structures
  • Some Bases for Different Structural Arrangements
• Organizational Structures and Management

Chapter 2. Structural Change Processes

• Why Structures Change
  • Defining Structural Change
  • Net Benefits
  • Channel-Renting Experiments
  • Experiments on Preferences for Type of Structure
  • Relative Preferences for Wheel and All-Channel Structures
    • Characteristics of an All-Channel Structure
    • Characteristics of a Wheel Structure
    • an Experiment to Compare Wheel and All-Channel Structures
• How Structures Change
  • Behavior as Exchange for Influence
  • Behavioral Constitutions
  • Mapping Functions

Chapter 3. Some Administrative Issues in Structural Changes

• Them and Plan of Chapter
• Exogenous Events
• Learning Processes
• Information-Processing Limitations
• Barriers to Structural Change
• Outside Interventions to Change Task Processes
• Indirect Administrative Methods
• A Theory of Committee Formation
  • Authority-Task Gaps and Other Principal Concepts
  • The 11 Variables of a Mapping Function for LCA's Choice of Resolving an ATP
  • The Seven Strategies Available to the LCA
  • A Mapping Function for the Decision of the LCA for Choice of Strategy to Resolve an ATP

Chapter 4. Span of Control

• The Basic Problem
• A Brief Survey of Span of Control Problem-Analysis
• Determinants of the Maximum Span of Control
  • Total Time Available
  • Factors Tending to Use Up Allowable Time
• Maximum Span of Control and Organizational Structures
  • Maximum Span of Control Can Determine the Basic Shape of an Organization
  • Changes in Capacity Can Result in Structural Change
  • An Explanation of the Formation of Hierarchies
• Relationships Between Increasing Maximum Span of Control and Management Techniques
  • Management Techniques
  • Management Techniques Viewed as Devices to Increase Maximum Span of Control
  • Examples of Several Managerial Techniques and Their Effect on Maximum Spans of Control
    • Staff
    • Standard Operating Procedures
    • Management by Exception
    • Delegation
    • Priority-Setting
    • Norm for Allowable Time

Chapter 5. Theory of Bureaucracy

• The Concept of a Bureaucracy
• Properties of a Bureaucracy: Implementation and Conditions
• 1. Division of Labor and a High Degree of Specialization
• 2. Hierarchy of Authority
• 3. Consistent Rules and Regulations
• 4. Formalistic Impersonality
• 5. Career: Employment in a Bureaucracy is a Career
• 6. Size of Bureaucracies
• Critiques of Bureaucracy

Chapter 6. Centralization and Decentralization

• Concept of Centralization and Decentralization
  • Structural Concept of Centrality
  • Managerial Concept of Centrality
  • Economic Concepts of Centralization-Decentralization
• The Decision for the Degree of Decentralization and Centralization
  • Viewpoint of Multiple Structures
  • Capacity and Span of Control Considerations
  • Maintenance of Power and Control
  • Other Factors Affecting the Decision for How Much to Delegate
• Comparison of Competitive Markets and Soviet-Type Economies
  • Input-Output Analysis
  • Soviet-Type Economies
  • Competitive Economies
  • Actual Economies
• Strategies to Avoid Decentralization

Chapter 7. Evolution of Organizational Structures

• Summing Up the Basic Theory
  • Structures, Task Processes, Role Matrices, and Hierarchy
  • Structural Change
  • Span of Control
  • Bureaucracies and Buroids
  • Committees
  • Decentralization and Centralization
• Evolving Organizational Structures
  • A Case Study of an Attempted Structural Change
  • Evolution of Organizational Structure Types

Chapter 8. Adoption and Diffusion of Change

• The Concept of Change
• A Model for the Rate of Adoption of a Group Structure
• A Theory for the Adoption and Diffusion of Change
• Applying Knowledge of Adoption and Diffusion to Organizational Change

Name Index

Subject Index