An organization’s structure is an important factor in how effectively it will operate. Some businesses are more suited to a hierarchical structure that adheres to rigid guidelines and procedures, while others benefit greatly from a structure that allows for free-flowing ideas and linear communication styles. The mechanistic organizational structure uses a top-down approach to management, while organic organizational structure uses a more flexible management style. Show
Mechanistic Organizational StructureThe mechanistic organizational structure is the most common business structure and is typically used in a manufacturing environment. This type of organizational structure is bureaucratic, which means it employs a highly centralized authority figure. A set of formal procedures, functions and processes are implemented throughout the organization under a mechanistic organizational structure. In this type of organization, employees tend to work separately on their own tasks, which are handed down through a chain of command. Company-wide decisions are left to employees who reside at the top of the hierarchical chain and communication is passed from the top down. Written communication tends to dominate within this type of structure. An organizational chart in the mechanistic organizational structure would typically include the Chief Executive Officer, executives, supervisors, managers and support personnel. Individual specialization is prominent among employees at every level within this structure. An organization is typically made of a network of positions based on an employee’s specialization within the company. Usually, each person handles one task within the network of business functions. Within this structure, employees have little daily interaction with members of the structure’s upper executives. Those upper-level employees normally hold tight control over the employees below them, outlining processes and rules that must be adhered to throughout daily business operations. Organic Organizational StructureAn organic organizational structure is a flat organization that allows for horizontal communications and interactions and is more suited to creative businesses. This type of organizational structure is decentralized, giving employees at all levels a chance to participate in business-related decision making. Businesses with an organic structure often encourage group participation and the sharing of work responsibilities. Communication channels are open to employees, managers and business owners and contact between all levels of employees usually occurs on a regular basis. Lower-level employees tend to have more face-time with executives than in a mechanistic organization. The type of communication most often used in organic structures is verbal. The flat nature of organic businesses allows this type of organizational structure to be more flexible to change if needed. Employees take part in a joint specialization based on the jobs at hand, providing expertise on a wide array of functions within the business. Status is tied to the perceived intelligence and aptitude of the employee rather than their position within the company. In an organic structure, the business is made up of a network of people or teams who work together in varying capacities to achieve the goals of the business.
Emily Hunsaker is a writer and marketing consultant with diverse employment background, ranging from journalism to nonprofit marketing. She earned her bachelor’s degree in communications from Tulane University, in addition to an MBA from Southern Illinois University. The organizational structure is designed both from mechanistic as well as humanistic point of view and the structure depends upon the extent to which it is rigid or flexible. Flexible structures are also labelled as “organic”.  Image Courtesy : materials.jhu.edu/images/made/jhu-highlights.jpg ADVERTISEMENTS: The mechanistic organizational structure is similar to Max Weber’s bureaucratic organization. Max Weber, a German sociologist, and his associates examined many different organizations to empirically determine the common structural elements and emphasized those basic aspects that characterize an ideal type of organization. Weber looked for rules and regulations, which when followed, would eliminate managerial inconsistencies that contribute to inefficiency. He believed in strict adherence to rules which would make bureaucracy a very efficient form of organization founded on the principles of logic, order and legitimate authority. He strongly believed that every deviation, from the formal structure interferes with efficient management. According to him: “The purely bureaucratic type of administrative organization… is from a purely technical point of view, capable of attaining the highest degree of efficiency… It is superior to any other form in precision, in stability, in the stringency of its discipline and in its reliability. ADVERTISEMENTS: It thus makes possible a particularly high degree of calculability of results for the heads of the organizations and for those acting in relation to it. It is finally superior both in intensive efficiency and the scope of operations and is formally capable of application to all kinds of administrative tasks.” The basic characteristics of an organization, based on mechanistic structure are: 1. Division of labour by functional specialization: A maximum possible division of labour makes it possible to utilize, in all links of the organization, experts who are fully responsible for the effective fulfillment of their duties. ADVERTISEMENTS: 2. A well-defined hierarchy of authority: Each lower official is under the control and supervision of a higher one. Every subordinate is accountable to his superior for his own decisions and in turn, the actions of his subordinates. 3. A system of rules covering the duties and rights of all employees: These rules should be clear-cut and the responsibility of every member in the organization must be clearly defined and assigned and strictly adhered to. ADVERTISEMENTS: 4. A system of procedures for dealing with work situations: These procedures must be time tested and equally applicable under similar situations at work. 5. Impersonal relations among people: Rewards are based upon efficiency rather than nepotism or personal preferences. The functioning of the organization based upon rational and objective standards excludes the intervention of personal considerations, emotions and prejudices. The unbiased approach predictably leads to optimal efficiency. ADVERTISEMENTS: 6. Selection and promotion of personnel based upon technical competence and excellence: Employees are selected on the basis of a match between the job requirements and employee capabilities. The system of promotions corresponds to seniority or merit or both. Because of the rules and policies governing the organization, employees are protected against arbitrary dismissal or demotion. Organic structures also known as “adhocracies”, on the other hand, are sufficiently flexible in order to cope with rapidly changing environments. These structures are more effective if the environment is dynamic, requiring frequent changes within the organization in order to adjust to the new changed environment. It is also considered to be a better form of organization if the employees seek autonomy, openness, change, support for creativity and innovation and opportunities to try new approaches. These organizational structures are characterized by the following: 1. Tasks and roles are less rigidly defined: ADVERTISEMENTS: There is little emphasis on formal job descriptions and specializations. The authority to solve problems is given to those who are capable of solving such problems irrespective of their position or status. 2. Decision making is more decentralized: The decisions are made at the scene of operations so that there is no assumption that people in higher positions are more knowledgeable than people in lower positions. 3. The atmosphere is more collegial: ADVERTISEMENTS: The employees are more friendly and respectful to each other so that there is more information and suggestions rather than instructions, directions and decisions from higher ups passed on down. 4. Departmental boundaries are flexible: This flexibility results in cordial horizontal relationships across departments which are equally important as compared to vertical or chain of command relationships. What is the difference between an organic structure and a mechanistic structure quizlet?Organic organizations are centralized, and mechanistic organizations are decentralized.
What are some major differences between organic and mechanistic organizational structures and systems quizlet?Mechanistic organization is one that is bureaucratic in nature and tends to have more centralized authority and Organic organization will involve more teamwork and collaboration.
What are three characteristics of a mechanistic organization?A mechanistic organization is characterized by a relatively high degree of job specialization, rigid departmentalization, many layers of management (particularly middle management), narrow spans of control, centralized decision-making, and a long chain of command.
What is an advantage of the mechanistic model?As mechanistic models are based on scientific principles, they can naturally prove the required relationships and resulting in process understanding. The authorities seem to be open towards this approach. Another argument is that simulations can predict thousands of different process scenarios within minutes.
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