Streaning Star Trek: Insurrection Full Movie
6 years ago
Friday, September 19, 2008
Week 4, post1
After reading the chapter on Organizational Structure and Process I couldn't help but reflect on my own organization. The organization that I work for is steeped in structure, hierarchy, authority, differentiation or specialization, and bureaucracy. This organization strives on the system of hierarchy and makes no mistake that the leader of this organization is a “chief”. This organization survives through the formalization of rules, regulations, and norms. This public safety entity requires structure to create communication from within the organization. The uniformed members require that the hierarchy be sound and non-wavering. The plain-clothes personnel also work in this hierarchy, but they are more lax in their show of formality. It’s interesting how the chapter ends with the notion that even though your organization may look sold, it may be that it is more fluid and what may seem malleable may actually be rigid. I can see how this dichotomy of structures might be present in this organization. I have been present where projects were affected by the lack of leadership in the hierarchy. This lack in leadership affected the outcome and process of the project. Regardless of the leadership in this particular process, the organization is large enough to absorb and to produce an outcome. As the organization gets larger the instances of the structure inhibiting the production of efficiency is greatly increased.
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2 comments:
You are not alone in working in a highly bureaucratic organization, even if this is Silicon Valley. The authors of the text use "California's Silicon Valley" as an example of a place where nonbureaucratic and postbureaucratic organizations exist. The characteristics of these organizations are listed on pages 34-35 and include flat organizational structure, little regard for seniority, an emphasis on innovation, and rewards for performance. Although organizations such as these are present in the Bay Area (and some of the COMM alums work for such companies), bureaucracy is till the norm.
I can relate to a certain extent about existing in a bureaucratic organization. There is, additionally, a sort of glass ceiling of communication in my organization which prevents the people from "corporate" from appearing as anything more than a name in an email list. The structure is such that the only pragmatic interaction to be had is between local associates. I cannot speak for all associates, but I have always found that the separation between operations and corporate functions to be irritating and frustrating. I doubt very much if there is any ways to change the structure, even through good communication practices. Perhaps if I got a job at that level....
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