Explain the Difference between the mechanistic structure and the organic structure

Difference between Mechanistic & Organic Structure!

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”.

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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.

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.

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.

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.

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:

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:

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.