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journal article ORGANIZING FOR INNOVATION: BEYOND BURNS AND STALKER'S ORGANIC TYPESociology Vol. 16, No. 4 (November 1982) , pp. 564-577 (14 pages) Published By: Sage Publications, Inc. https://www.jstor.org/stable/42852487 Read and download Log in through your school or library Alternate access options For independent researchers Read Online Read 100 articles/month free Subscribe to JPASS Unlimited reading + 10 downloads Purchase article $41.50 - Download now and later Abstract This paper investigates the extent to which characteristics of the organic model of organization are correlated with innovation rates in a sample of 110 American factories. The more organic rather than mechanical the socio-technical structure of the organization, the higher the innovation rate. However, the organic design rules work best in a small-scale, high technology niche. This result transcends Burns and Stalker by suggesting that there is more than one best way to organize for innovation. Some of the problems of organizing for innovation in large-scale, high technology environments are explored at the conclusion of the paper. Journal Information Sociology, flagship journal of the British Sociological Association, publishes peer-reviewed articles advancing theoretical understanding and reporting empirical research about the widest range of sociological topics. Sociology encourages submissions using quantitative and qualitative research methods; articles challenging conventional concepts and proposing new approaches; and accounts of methodological innovation and research process. Member of the Committee on Publication Ethics (COPE). Publisher Information Sara Miller McCune founded SAGE Publishing in 1965 to support the dissemination of usable knowledge and educate a global community. SAGE is a leading international provider of innovative, high-quality content publishing more than 900 journals and over 800 new books each year, spanning a wide range of subject areas. A growing selection of library products includes archives, data, case studies and video. SAGE remains majority owned by our founder and after her lifetime will become owned by a charitable trust that secures the company’s continued independence. Principal offices are located in Los Angeles, London, New Delhi, Singapore, Washington DC and Melbourne. www.sagepublishing.com Rights & Usage This item is part of a JSTOR Collection. What is the Organic Organizational Structure?An organic organizational structure is characterized by an extremely flat reporting structure within an organization. In this organization, the span of control of the typical manager encompasses a large number of employees. Interactions among employees tend to be horizontally across the organization, rather than vertically between layers of managers and their direct reports. Because interactions are mostly among employees within a flat reporting structure, decisions are more likely to be made by consensus among groups of them, rather than by individual managers. There also tends to be a larger amount of information sharing among employees, rather than the concentration of information at the upper levels of an organization that is more commonly seen in traditional top-down reporting organizations. There may be a large amount of cooperation between departments, rather than the silo effect that occurs in more hierarchically-organized businesses. Advantages of the Organic Organizational StructureThe advantage of the organic organizational structure is that the widespread availability of information tends to result in better decisions that react well to current market conditions; this is useful in an unstable market environment where change occurs regularly, and especially where there is a high level of competition. The organic organizational structure has an impact from a human resources perspective, since it tends to operate better with employees who have diverse skill sets and the ability to deal with and make decisions on multiple topics. These types of employees do not need much direction from senior management. There is less need for a broad array of formal procedures in an organic organizational structure, since procedures change as the business routinely adapts to variations in the business environment. Instead, it is more common to see a small number of relatively unchanged procedures in core processes, and much more fluidity among those procedures associated with aspects of the business that tend to change regularly. Disadvantages of the Organic Organizational StructureDecision making can be slow, because of the need to build a consensus. Thus, the organizational structure works best when there is time to churn through the alternatives with a number of people, and works less well in a crisis environment where decisions must be made at once. The top-down, hierarchical approach may work better in very stable environments that change little over the long term, and so require less company-wide consensus building. This structure can be difficult to implement in a union environment, where work rules introduce a higher level of rigidity to how a business can be operated. Terms Similar to Organic Organizational StructureAn organic organizational structure is also known as an open structure, a flat structure, and a horizontal structure. Which of the following is typically a characteristic of an organic model of Organisation?The answer is C.
The organic model of organization is an organizational structure in which decision making is decentralized and the information flows freely. In such an organization, the job specialization is minimal and the span of control of the managers are broad.
What are the characteristics of an organic Organisation?Organic organizations are characterized by:. Decentralization.. Flexible, broadly defined jobs.. Interdependence among employees and units.. Multi-directional communication.. Employee initiative.. Relatively few and broadly defined rules, regulations, procedures, and processes.. What is organic model of organization?An organic organizational structure refers to a flexible workplace with a horizontal mode of communication. Horizontal or flat methods of communication mean that employees share their responsibilities in groups and teams and interact with different departments, managers and colleagues to complete work successfully.
What is a characteristic of an organic organization quizlet?Organic organizations are centralized, and mechanistic organizations are decentralized. B. Organic organizations are flexible, and mechanistic organizations are stable.
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Which of the following is typically a characteristic of the organic model of organization?
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