Organistic Vs Mechanistic Leader



The nature, size and environment of the organization is not always the same to that of others. They may be unique in terms of these paramaters which may be analysed by PESTAL of SWOT analysis. Organistic and mechanistic organizations are the two models that helps in adopting the change and make the work process more efficient.

Companies facing a dynamic and uncertain environment may have to develop or maintain an organic organizational structure, whereas companies operating in a stable environment may benefit from developing or maintaining a mechanistic organizational structure.

The reason for this is that organic structures can process and distribute information and knowledge faster within the organization, which thus results in an increased ability to respond or react to changes in the environment.

However, mechanistic structures may act as an effective and efficient organizational structure for companies operating in a more stable and certain environment. Companies operating in a stable environment may not need to make decisions quickly. Likewise, many of the day-to-day decisions and operating procedures may be formalized and centralized, because there is no inherent need for constant change or innovation.

 

Some characteristics for each type of organizational structure are listed below:

Mechanistic Structure

Stable environment

This organizational structure works best when the environment is relatively stable.

Low differentiation of tasks

Tasks will not be differentiated much, because each subtask is relatively stable and easy to control.

Low integration of e.g. departments and functional areas

Due to the stability of tasks, there will be low integration between departments and functional areas, because tasks stay relatively stable, and because the functional areas are not heavily dependent on each other.

Centralized decision-making

When the environment is stable, there is no need for complex decision-making that involves people at lower levels. Therefore, decision-making is centralized at the top of the organization.

Standardization and formalization

When tasks are stable, tasks should be standardized and formalized, so that operations can run smoothly without breakdowns.

Organic Structure

Dynamic and uncertain environment

This organizational structure works best when the environment is relatively dynamic and uncertain.

High differentiation of tasks

Because tasks are often changing, tasks may need to be differentiated, so specialists, each responsible for one or few tasks, are able to respond quickly.

High integration of e.g. departments and functional areas

In complex environments, rapid communication and information sharing is necessary.   Therefore, departments and different functional areas need to be tightly integrated

Decentralized decision-making

When the environment is dynamic and uncertain, there is a need for complex decision-making that involves people at lower levels. Therefore, decision-making power should be distributed to lower ranks, which should get empowered in making decisions.

Little Standardization and formalization

When tasks change rapidly, it is unfeasible to institute standardization and formalized   procedures. Instead, tasks should be mutually adjusted, so that each subtask is balanced with other subtasks.

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