In a mechanistic organisation management is most likely to value employees who

We’ve spent some time now understanding the elements of an organizational structure, and the types of structures an organization might choose to use when organizing their work and employees. Some of those structures are very strict and hierarchal, like the bureaucratic model, and some of the structures, like boundaryless, are pretty loose and free-wheeling. They all have their advantages and disadvantages.

When managers combine the basic components and elements of an organizational structure together, the result has certain characteristics that are best understood by looking at it through the lens of organic and mechanistic organizations.

Organic Organizations

Organic organizations have a low degree of formality, specialization and standardization. Their decision making is decentralized and their activities are well-integrated. The organic model is usually flat, and it usually uses cross-hierarchical and cross-functional teams and possesses a comprehensive information network that features lateral and upward communication in addition to downward communication.

Organic organizations look a lot like boundaryless organizations. They allow for employees to cultivate more ideas and be more creative because the business is not as rigidly structured. Organic structures are used in dynamic, unstable environments where the business needs to quickly adapt to change, as the structure gives the organization the flexibility to deal with fast-paced environmental change and many different elements.

A good example of an organization that uses an organic structure might be a consulting firm. A consulting firm responds to customer issues as they come up, and those issues change with the business environment. Consulting firms want to respond to change quickly, so by choosing an organic structure they’re able to be nimble and address their customers’ needs.

Mechanistic Organizations

Mechanistic organizations have centralized decision making and formal, standardized control systems. Essentially, they are bureaucracies.

Mechanistic organizations work well in stable, simple environments. Managers integrate the activities of clearly defined departments through formal channels and in formal meetings. Often, they feature many hierarchical layers and a focus on reporting relationships.

General Motors

General Motors is a good example of an organization using the mechanistic model. Why do they use that? For one, they’re very large, and when that many people and functions are involved, order is needed. But they’re also in a stable, if not somewhat simple, environment. The car market fluctuates with the economy, yes, but the company builds cars and trucks. Across all their divisions, that function is basically the same.

DMV

Another example of a mechanistic model is the Department of Motor Vehicles. When you get your new driver’s license, you go from one department to another, taking a written test, taking an eye exam, taking an actual driving test, filling out the paperwork, and then finally, getting your driver’s license. The structure for this is very mechanistic—every person looking to get a driver’s license has to be treated exactly the same. It’s simple and stable.

Here’s a table comparing the basic characteristics of both models:

OrganicMechanisticGeneral tasksSpecialized tasksLoosely defined departments and hierarchyWell-defined departments with clear hierarchyDecentralized decision making by many individualsCentralized decision making by a few peopleIntegration achieved by managers and employees interacting and exchanging information as neededIntegration achieved by formal manager meetingsFlexibility and capability of rapid changeClear and efficient reporting relationships

Most companies find themselves falling somewhere in between the two extremes of organic and mechanistic. Each organization designs its structure to enable its mission, goals, and strategy. If the structure fits with other contextual elements, it has a better chance of being effective in supporting the organization.

Practice Question

Now that we fully understand the difference between organic and mechanistic structures, let’s use those to gain a better understanding of what kind of organizational structures work best for different organizations—and why.

You are now familiar with the different ways to structure an organization, but as a manager, how do you decide which design will work the best for your business? What works for one company may not work for another. In this section, we’ll look at two generic models of organizational design and briefly examine a set of contingency factors that favors each.

Exhibit 7.8 The Walt Disney Company expanded its entertainment empire more than a decade ago by acquiring Pixar Studios, the animation powerhouse behind such blockbusters as Toy Story, Finding Dory, Cars, and Up. The $7.4 billion purchase absorbed Pixar into the Disney Studio Entertainment division, one of the company’s four operating units, alongside Parks and Resorts, Media Networks, and Consumer Products and Interactive Media. Why do some analysts believe that Disney’s gigantic organizational structure could engulf the smaller Pixar operation and stifle its creative output? (Credit: Poi Beltran/ Flicker/ Attribution 2.0 Generic (CC BY 2.0))

Mechanistic versus Organic Structures

Structural design generally follows one of the two basic models described in (Figure): mechanistic or organic. A mechanistic organization is characterized by a relatively high degree of work specialization, rigid departmentalization, many layers of management (particularly middle management), narrow spans of control, centralized decision-making, and a long chain of command. This combination of elements results in a tall organizational structure. In contrast, an organic organization is characterized by a relatively low degree of work specialization, loose departmentalization, few levels of management, wide spans of control, decentralized decision-making, and a short chain of command. This combination of elements results in a flat organizational structure.

What is a characteristic of a mechanistic organization?

What is mechanistic structure of organization?

Which of the following is true of an organization with a mechanistic structure?

What is a characteristic of a mechanistic organization quizlet?