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Abstract The expanding size of organizations gives rise to increasing subdivision of responsibilities, facilitates supervision and widens the span of control of supervisors, and simultaneously creates structural differentiation and problems of coordination that require supervisory attention. Large size, therefore, has opposite effects on the administrative component, reducing it because of an economy of scale in supervision, and raising it indirectly because of the differentiation in large organizations. The administrative costs of differentiation have feedback effects, which reduce the savings in administrative overhead large size effects, on the one hand, and stem the influence of size on differentiation, on the other. These inferences are derived from quantitative research on the employment security agencies in the United States and their subunits. The endeavor in this paper is to construct a systematic theory of differentiation in organizations consisting of two basic generalizations and nine propositions derivable from them, which can account for a considerable number of empirical findings. The two basic generalizations are: (1) increasing organizational size generates differentiation along various lines at decelerating rates; and (2) differentiation enlarges the administrative component in organizations to effect coordination. Journal Information The official flagship journal of the American Sociological Association (ASA), American Sociological Review (ASR) publishes works of interest to the discipline in general, new theoretical developments, results of research that advance our understanding of fundamental social processes, and important methodological innovations. All areas of sociology are welcome. Emphasis is on exceptional quality and general interest. Published bi-monthly in February, April, June, August, October, and December. Information about subscriptions, article submissions, and advertising rates: http://www.asanet.org/journals/asr/ Publisher Information American Sociological Association Mission Statement: Serving Sociologists in Their Work Advancing Sociology as a Science and Profession Promoting the Contributions and Use of Sociology to Society The American Sociological Association (ASA), founded in 1905, is a non-profit membership association dedicated to advancing sociology as a scientific discipline and profession serving the public good. With over 13,200 members, ASA encompasses sociologists who are faculty members at colleges and universities, researchers, practitioners, and students. About 20 percent of the members work in government, business, or non-profit organizations. As the national organization for sociologists, the American Sociological Association, through its Executive Office, is well positioned to provide a unique set of services to its members and to promote the vitality, visibility, and diversity of the discipline. Working at the national and international levels, the Association aims to articulate policy and impleme nt programs likely to have the broadest possible impact for sociology now and in the future. Rights & Usage This item is part of a JSTOR Collection. Learn how to develop a framework that gives members clear guidelines on building organizational structure, and keeping the organization functional.
What is organizational structure?By structure, we mean the framework around which the group is organized, the underpinnings which keep the coalition functioning. It's the operating manual that tells members how the organization is put together and how it works. More specifically, structure describes how members are accepted, how leadership is chosen, and how decisions are made. Why should you develop a structure for your organization?
When should you develop a structure for your organization?It is important to deal with structure early in the organization's development. Structural development can occur in proportion to other work the organization is doing, so that it does not crowd out that work. And it can occur in parallel with, at the same time as, your organization's growing accomplishments, so they take place in tandem, side by side. This means that you should think about structure from the beginning of your organization's life. As your group grows and changes, so should your thinking on the group's structure. Elements of StructureWhile the need for structure is clear, the best structure for a particular coalition is harder to determine. The best structure for any organization will depend upon who its members are, what the setting is, and how far the organization has come in its development. Regardless of what type of structure your organization decides upon, three elements will always be there. They are inherent in the very idea of an organizational structure. They are:
Governance The first element of structure is governance - some person or group has to make the decisions within the organization. Rules by which the organization operates Another important part of structure is having rules by which the organization operates. Many of these rules may be explicitly stated, while others may be implicit and unstated, though not necessarily any less powerful. Distribution of work Inherent in any organizational structure also is a distribution of work. The distribution can be formal or informal, temporary or enduring, but every organization will have some type of division of labor. There are four tasks that are key to any group:
Common RolesEvery group is different, and so each will have slightly different terms for the roles individuals play in their organization, but below are some common terms, along with definitions and their typical functions.
Although this list is pretty extensive, your organization may only use two or three of the above mentioned roles, especially at the beginning. It's not uncommon for a group to start with a steering committee, ask others to serve as board members, and then recruit volunteers who will serve as members of action committees. In this broad spectrum of possibilities, consider: Where does your organization fit in? Where do you want to be? Examples of StructureSo how can all of these pieces be put together? Again, the form a community group takes should be based on what it does, and not the other way around. The structures given are simply meant to serve as examples that have been found to be effective for some community-based organizations; they can and should be adapted and modified for your own group's purposes. A relatively complex structure
In diagram form, a complex organization might look like this: And in diagram form:
As smaller size means fewer people, these groups are usually less complex, as they have less need for a formal hierarchy and instead have governance that is consensus-based. A diagram of such a small group might look something like this, with each of the circles representing an individual member: What type of structure should you choose?First, decide upon the formality your organization will have. The following table, adapted from The Spirit of Coalition Building can help you make this first decision.
Organizational structure is something that is best decided upon internally, through a process of critical thinking and discussion by members of the group. In your discussions, your answers to the following list of questions may guide your decisions.
In SummaryStructure is what ensures that your organization will function smoothly and as you intended. You should think about structure early in the development of your organization, but be aware that the type that fits best may change as your organization grows. What are the 4 elements of organization?Edgar Schein, a prominent organizational psychologist, identified four key elements of an organization's structure: common purpose, coordinated effort, division of labor, and hierarchy of authority. Each of the four elements represents an essential component of an effective structure.
What factors affect the size of an organization?Factors Affecting the Size of Office Space. Number of Employees. ... . Capital At Disposal. ... . Investments in Machinery. ... . Administrative Expenditure. ... . Size of Similar Work Spaces. ... . Designing the Layout. ... . Organizational Structure. ... . Use Of Automations.. What are the 5 main organizational factors?Although many things can affect the choice of an appropriate structure for an organization, the following five factors are the most common: size, life cycle, strategy, environment, and technology. The larger an organization becomes, the more complicated its structure.
What are the 4 types of organizational structures?What Are Some Types of Organizational Structures? The four types of organizational structures are functional, multi-divisional, flat, and matrix structures.
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