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Factors Affecting Organizational

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Factors Affecting Organizational Design

The Nature of Management

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t/functions-of-managers)  All

The (/study-guides/principles-of-
anagement
nt Theory Evolution of Management Thought
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Managerial Environments
ents (/study-guides/principles-of- 
nizations (/study-guides/principles-of-
Management (/study-guides/principles-of-
ial-environments/adapting-to-environments) Back to Top
re-of-management/management-and-
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ronment Management in a Global Environment
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Factors Affecting Organizational Design
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cation-and-interpersonal-
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r Global Although
Managersmany things can affect the choice of an appropriate structure for an organization, the
(/study-guides/principles-of-
following five factors are the most common: size, life cycle, strategy, environment, and technology.
ty (/study-guides/principles-of-
ment-in-a-global-environment/personal-
l Controls (/study-guides/principles-of-
vity-and-total-quality-
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poration (/study-guides/principles-of- Organizational size
ment (TQM) (/study-guides/principles-of-
ment-in-a-global-environment/the-
ion) The larger an organization becomes,
the more complicated its structure.
When an organization is small — such
as a single retail store, a two‐person
consulting firm, or a restaurant — its
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structure can be simple.

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In reality, if the organization is very small, it may not even have a formal structure. Instead of following
an organizational chart or specified job functions, individuals simply perform tasks based on their likes,
dislikes, ability, and/or need. Rules and guidelines are not prevalent and may exist only to provide the
parameters within which organizational members can make decisions. Small organizations are very
often organic systems.

As an organization grows, however, it becomes increasingly difficult to manage without more formal
work assignments and some delegation of authority. Therefore, large organizations develop formal
structures. Tasks are highly specialized, and detailed rules and guidelines dictate work procedures.
Interorganizational communication flows primarily from superior to subordinate, and hierarchical
relationships serve as the foundation for authority, responsibility, and control. The type of structure
that develops will be one that provides the organization with the ability to operate effectively. That's
one reason larger organizations are often mechanistic—mechanistic systems are usually designed to
maximize specialization and improve efficiency.

Organization life cycle

Organizations, like humans, tend to progress through stages known as a life cycle. Like humans, most
organizations go through the following four stages: birth, youth, midlife, and maturity. Each stage has
characteristics that have implications for the structure of the firm.

Birth: In the birth state, a firm is just beginning. An organization in the birth stage does not yet have
a formal structure. In a young organization, there is not much delegation of authority. The founder
usually “calls the shots.”

Youth: In this phase, the organization is trying to grow. The emphasis in this stage is on becoming
larger. The company shifts its attention from the wishes of the founder to the wishes of the
customer. The organization becomes more organic in structure during this phase. It is during this
phase that the formal structure is designed, and some delegation of authority occurs.

Midlife: This phase occurs when the organization has achieved a high level of success. An
organization in midlife is larger, with a more complex and increasingly formal structure. More levels
appear in the chain of command, and the founder may have difficulty remaining in control. As the
organization becomes older, it may also become more mechanistic in structure.

Maturity: Once a firm has reached the maturity phase, it tends to become less innovative, less
interested in expanding, and more interested in maintaining itself in a stable, secure environment.
The emphasis is on improving efficiency and profitability. However, in an attempt to improve
efficiency and profitability, the firm often tends to become less innovative. Stale products result inTop
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sales declines and reduced profitability. Organizations in this stage are slowly dying. However,

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 maturity is not an inevitable stage. Firms experiencing the decline of maturity may institute the
changes necessary to revitalize.

Although an organization may proceed sequentially through all four stages, it does not have to. An
organization may skip a phase, or it may cycle back to an earlier phase. An organization may even try to
change its position in the life cycle by changing its structure.

As the life‐cycle concept implies, a relationship exists between an organization's size and age. As
organizations age, they tend to get larger; thus, the structural changes a firm experiences as it gets
larger and the changes it experiences as it progresses through the life cycle are parallel. Therefore, the
older the organization and the larger the organization, the greater its need for more structure, more
specialization of tasks, and more rules. As a result, the older and larger the organization becomes, the
greater the likelihood that it will move from an organic structure to a mechanistic structure.

Strategy

How an organization is going to position itself in the market in terms of its product is considered its
strategy. A company may decide to be always the first on the market with the newest and best product
(differentiation strategy), or it may decide that it will produce a product already on the market more
efficiently and more cost effectively (cost‐leadership strategy). Each of these strategies requires a
structure that helps the organization reach its objectives. In other words, the structure must fit the
strategy.

Companies that want to be the first on the market with the newest and best product probably are
organic, because organic structures permit organizations to respond quickly to changes. Companies
that elect to produce the same products more efficiently and effectively will probably be mechanistic.

Environment

The environment is the world in which the organization operates, and includes conditions that
influence the organization such as economic, social‐cultural, legal‐political, technological, and natural
environment conditions. Environments are often described as either stable or dynamic.

In a stable environment, the customers' desires are well understood and probably will remain
consistent for a relatively long time. Examples of organizations that face relatively stable
environments include manufacturers of staple items such as detergent, cleaning supplies, and paper
products.

In a dynamic environment, the customers' desires are continuously changing—the opposite of a

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stable environment. This condition is often thought of as turbulent. In addition, the technology that
a company uses while in this environment may need to be continuously improved and updated. An
example of an industry functioning in a dynamic environment is electronics. Technology changes
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 create competitive pressures for all electronics industries, because as technology changes, so do the
desires of consumers.

In general, organizations that operate in stable external environments find mechanistic structures to
be advantageous. This system provides a level of efficiency that enhances the long‐term performances
of organizations that enjoy relatively stable operating environments. In contrast, organizations that
operate in volatile and frequently changing environments are more likely to find that an organic
structure provides the greatest benefits. This structure allows the organization to respond to
environment change more proactively.

Advances in technology are the most frequent cause of change in organizations since they generally
result in greater efficiency and lower costs for the firm. Technology is the way tasks are accomplished
using tools, equipment, techniques, and human know‐how.

In the early 1960s, Joan Woodward found that the right combination of structure and technology
were critical to organizational success. She conducted a study of technology and structure in more
than 100 English manufacturing firms, which she classified into three categories of core‐
manufacturing technology:

Small‐batch production is used to manufacture a variety of custom, made‐to‐order goods. Each item
is made somewhat differently to meet a customer's specifications. A print shop is an example of a
business that uses small‐batch production.

Mass production is used to create a large number of uniform goods in an assembly‐line system.
Workers are highly dependent on one another, as the product passes from stage to stage until
completion. Equipment may be sophisticated, and workers often follow detailed instructions while
performing simplified jobs. A company that bottles soda pop is an example of an organization that
utilizes mass production.

Organizations using continuous‐process production create goods by continuously feeding raw

materials, such as liquid, solids, and gases, through a highly automated system. Such systems are
equipment intensive, but can often be operated by a relatively small labor force. Classic examples
are automated chemical plants and oil refineries.

Woodward discovered that small‐batch and continuous processes had more flexible structures, and
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the best mass‐production operations were more rigid structures.

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Once again, organizational design depends on the type of business. The small‐batch and continuous
processes work well in organic structures and mass production operations work best in mechanistic
structures.

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