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Social Structure of Organizations

SocialStructure of Organizations

TheSocial Structure defines the unique, stable formulations oforganizations in which the human beings within the society showinteractions by living with each other. Usually, the aspect alwaysresults in the social change of the Organization and the manner ofthe association of the society within the society itself (Hatch andCunliffe 3). With regards to the same, this paper will evaluate theaspects of the social structure of an institute such as the internalstructure, external relationships and the social settings.

Internalstructure

Anorganization’s internal structure refers to the manner where theOrganization formulates its plans and objectives with the purpose ofrealizing its goals. The structure here entails the assigning ofduties, supervision, the management structure or the hierarchy andalso other factors that determine the operation of an organization(Orange 4).The instance here may rely on the goals and the nature of theInstitution as much as it may also have some variations in thechoices and ideas from the people who run the union. For example,another internal system of an organizational structure may depend onthe severecase of the hierarchical management construction while the othercircumstances may encompass that kind of supervision that is not thatmuch strict. In this case, the objective of the former could be theenhancement of stability and efficiency (Hatch and Cunliffe 7) whilethe latter may have the goal of stressing on the aspects ofinnovation and flexibility.

Manyorganizations the internal structure rely basically on theformulation and the classification of the personnel towards theachievement of particular objectives (Hatch and Cunliffe.11). Forinstance, there is a strong hierarchical structure that has thecharacteristics of ranks where the senior staff gives the directionsto the subordinates for the purpose of realizing the goals of anorganization. The structure here offers the support to the Principalmanner to those tasks that lead to the realization of the aims of theCorporation. On the other hand, various forms of internalorganization structures apart from the hierarchical structure arealso useful on their way to the attainment of the set goals (Hatchand Cunliffe 13). In this case, some organizations, for example,depend on small teams that have minimal levels of autonomy and at thesame time not continuously reporting to the superior or the senior.

Externalrelations

Severalmanagement teams in the upcoming companies know very well that theirsuccess may rely on the strong ties with the organizations fromoutside environment. Contrarily, this instance may not be such veryclear to these teams with regards to the kind of relationships mayhave the impact on their growth (Hatch and Cunliffe 16). Growthoffers to the company-wide number of resources such as the financialresources that may be applicable in the attraction of employees,investment in research work, market development for sale of itsproducts and services. When all these takes place, it puts thecompany in a position of expansion and maturation.

Fromthe previous studies, several factors influence the growth of anorganization. Some of these are the personal etiquettes, theindustrial experience and the strategy put or adopted by the business(Orrange 8). By taking intoconsideration into these factors, it is likely that the researchersand the management team are in the process of recognitions of thevalue of the relationship of the organization that entails theinteractions that are there between the company and the outsideorganization (Hatch and Cunliffe 19). A good example here is therelationship with the customer or the relationship with the supplieror the direct connection with workers of the firm such as the jointventure, marketing or partnership in the business. On top of this,the instance may also include the financial relationship where thefirms get finance in exchange for equity or any other considerations.Not forgetting, the same relationship may entail standards body orthe association where the firm has the relationship with the relatedcompanies.

Socialsettings

Socialsettings of an organization entail its human dimensions such as theexpectations of the employees, feelings and the manner the employeesshow interaction with each other. The major two salient elements hereare the culture and climate of the organization (Hatch and Cunliffe22). Emerging research studies give the suggestion that both cultureand environment have greater impacts on the provision of the humanservices like the fulfillment of the evidence related practices, theretention of staff, quality of services and the outcome clients.

Theculture of an organization being part of its social setting refers tothe behavioral expectations where the Organization’s members meetin their environment of work(Abdelnour-Nocera 6).The expectations here are the work behaviors and the socializationsof the workers with new employees based on the priorities that are ofmore value to the organization. On the other hand, the psychologicalclimate refers to the employees` perceptions ofthe impact of psychology on their work environment in relation theirfunctioning and well-being altogether (Hatch and Cunliffe 25). Forinstance, an individual may have experience on his or her climate ofwork as being more stressful. Also, where the perceptions of theemployees remain to be the same, it becomes possible in aggregatingthem to provide for the description of the climate of theorganization. Added to the same, the work environment of theorganization has the elemental characteristics of stress if theemployees share their experiences they went through in higher degreesof stress.

Lastbut not least, both culture and climate give a prediction of variousoutcomes for the staff and the clients working with the organization.In this regard, those organizations that operate on positive cultureand climate profiles usually experience lower turnover from theirworkforce and also are at an excellent opportunity of sustaining newprograms and technologies introduced in the organization (Hatch andCunliffe 29). On the same note, these organizations have a vast scaleof positive attitudes with regards to the application of the evidenceoriented practices. Clients who receive the services from thesebodies always experience good outcomes like the improvement in thewell-being and also higher reductions in the behavioral problems(Abdelnour-Nocera 11) as well as reporting on positive attitudes concerned with the kindof qualities and treatments they get.

Conclusion

Someorganizations allow for bigger deals in the cases of personalautonomy despite some levels of accountability being also essentialin these occasions altogether. However, as it stands, the internettechnology has resulted in, the creation of the organizationalstructures that are existing online. Based on this notion, the systemof organization structures depends on the organization’s objectivesto realize it as a success in its daily operations or management.

Thedefinition of bureaucracy is Management or administration marked byhierarchical authority among numerous offices and by fixedprocedures. Also, an administrative system in which the need orinclination to follow rigid or complex procedures impedes effectiveaction: innovative ideas that get bogged down in red tape andbureaucracy.

Weber’sideal administrationcharacteristics are:-

  • A fixed division of labor

  • 2- A clearly defined hierarchy of offices, each with its sphere of competence.

  • 3- Candidates for positions are selected by technical qualifications and are appointed rather than elected.

  • 4- Officials are remunerated by fixed salaries paid in money.

  • 5- The office is the primary occupation of the office holder.

  • 6-Promotion is granted according to seniority.

  • 7-Official work is to be separated from ownership of the means of administration.

  • 8- A set of general rules governing the performance of offices.

Measuringorganizational social structure:-

Dimensionmeasure

Sinceall organizations aim at recording the best performance andmaximizing profits, it is important that they perform dimensionstandard.Measurement of the sizeratiois important since it helps the organization to find out the sectorswhich are weak so that they can improve. Notably, dimension stepfocuses on size, specialization, centralization complexity, anadministrative component, andspan of control.

Forinstance, it is ideal to find out the number of employees in theorganization and compare it with the performance. After collectingall the information, the groupwill decide to either increase or reduce the number of theworkers. Relatively, formalization is yet another component which ismeasured during this exercise.Formalization entails the extent to which the rules and regulationsare written down. Dimensiontestis carried out in the organizationso as to determine which areas need improvisation.

Typesof Modernist theories of organizational social structure

1-Flatorganization structure

Itrefers to a corporate structure where there are no middle-levelmanagers who link the staff and the executives. In this case, thestaff report directly tho the executives and the same officials arethe ones who monitor the work of the staff. The

2-A tall organization structure

Thetallstructure defines an organizational formation where there manymiddle-level managers who connect the staff and the executives. Inthis structure, the middle-level management is divided intodepartments where the staff reports. The middle-level management isthe one who reports to the director.

Divisionof labor:

Divisionof workdefines the distribution of responsibilities within an organization.In all agencies,the employees have different job descriptions which the authoritiesexpect them to achieve within the specified duration. Labor isdistributed at the workplacedepending onthe level of the workers. Traditionally, those who are ranked high bythe organization are the ones who distribute workamongst the subordinates.

Hierarchyof authority:

Hierarchyof authority is yet another important aspect of the organizationalstructure. Thehierarchy defines thedistribution of power in the organization. Most modern organizationshave levels of authorities in which the holders have differentabilities.The chief executive might be the top in hierarchy followed by themanagers and then the supervisors. However,it is important to understand that theperson holding certain position does not possess the powers but it isthat rank which has those powers.

Formalizedrules and procedures:

Soas to ensure the success of a business or a firm, the authority mustset rules and procedures which the workers must follow. These rulesare essentialfor the realizationof the company’s objections since they ensure that everything isdone in the correct manner. Theworkers who fail to obey the rules and procedure face the risks oflosing their vacancies.

Contingencytheory today:

  • Contingency theory offers a way to combine empirical finding of multiple dimensions of the social structure.

  • For example- contingency theory has demonstrated that small organization operating in a stable environment have a well organized simple structure with minimal hierarchy and highly centralized decision making.

  • The organizational lifecycle: Just like people, organizations also have to go through a life-cycle before they become well established. The life-cycle takes the team through five critical stages that include entrepreneurial phase, collectivity phase, delegation phase, formalization phase, and the collaboration phase. The team faces a different crisis when going through each of the mentioned steps. Some of the notable crisis faced during these periods includes leadership, autonomy, control, red tape, and renewal. For example, during the first period, the enterprise goes through leadership crisis since it is new and might not have a competent leader. So as to overcome such issues, it is advisable the organization opts for recruiting competent leaders. Collectivity phase is aligned with autonomy crisis since it results from hesitation in the implementation of decentralization.

WorkCited

Abdelnour-Nocera,Jose. KnowledgeAnd Technological Development Effects On Organizational And SocialStructures.Hershey, Pa.: Information Science Reference, 2013. Print.

Hatch,Mary Jo and Ann L Cunliffe.Organization Theory.Los Angeles: SAGE,2013. Print.

Orrange,Robert M. Social Structure.New York: Infobase Pub., 2012. Print.