Organisational Theory Essay Example | Topics and Well Written Essays - 3000 words

Organisational Theory - Essay voiceNeedless to say, the resultant assumption is that public sector organisations should undergo a process of organisational restructuring as would conquer for the adoption of more efficient and effective management paradigms.There argon, however, two problems in the above stated. The premier(prenominal) is that the notion of decentralised organisational structures as being more inherently suited for the adoption of total fictitious character and other management paradigms which allow for efficient and effective proactive responses to shifting external environmental conditions, than ar centralised organisational structures, is fallacious and based on assumptions and not fact (Cane and Thurston, 2000 Flynn, 2002 Dent, Chandler and Barry, 2004). The second is that, ultimately, organisational structure must be consciously selected on the basis of that which is most suitable for the organisation in question, the culture which it aspires to and the dema nds of the industry in which it is located and the market which it serves.As a strategy for determining the relationship between organisational structure and organisational performance, the interrogation will critically analyse both of centralised and decentralised organisational structures, together with a review of ... ave headstrong that public sector organisations be largely modelled after the traditional bureaucratic organisational structure, as influenced by weber (Gibson, 1966 Cane and Thurston, 2000 Dent, Chandler and Barry, 2004). The implication is that all of the four components of organisational structure-labour division, departmentalisation, span of control and scope of decision-making-are shaped by bureaucratic-traditionalist managerial theory. This, according to numerous management scholars, has only served to offset an organisations inherent capacity for flexible response to changing external conditions and has, in the long run, resulted in the formulation of mec hanistic and atrophying organisations (Gibson, 1966 Ford and Slocum, 1977 Cane and Thurston, 2000 Flynn, 2002 Dent, Chandler and Barry, 2004).As explained by Flynn (2002) among others, labour division within the public sector organisation is invariably highly specialised. Task specialisations are clear articulated and each employee has a specific set of job functions, clearly set step up in his/her job description, which he/she must operate by (Bourgeois, 1984 Bourn and Bourn, 1995 Flynn, 2002). While the advantages of specialisation and clearly articulated job descriptions are practically too numerous to articulate, the disadvantages are enormous. Certainly specialisation implies that employees are often matched to jobs according to their skill-sets and explicit job descriptions mean that employees always have a clear sagacity of the tasks they are required to perform and know the boundaries of their professional responsibilities (Bourgeois, 1984 Bourn and Bourn, 1995 Flynn, 200 2 Mctavish, 2004). Excessive specialisation, however, as is often the quality with private sector organisations