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Nov 15 - Lecture.docx

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York University
Communication Studies
COMN 4115
Dalton Kehoe

Organizational Communication Lecture – November 15 , 2013 th Adhocracies  Structure: o Fluid, organic o Multidisciplinary teams  Coordination by mutual adjustment  Context: o Complex and dynamic environment – Box 4 o Large number of components, different o Changing relationship to elements  Issues: o More democracy, less bureaucracy o Effective at innovation, but o Inefficiency, coordination problems Operating Adhocracies  Small strategic apex and support staff coordinating project teams  The teams – cross functional, multi-disciplinary – formed to deliver an output to external client  Organization is a shifting collection of project teams that administer and do the work Administrative Adhocracies  Time-limited, task forces/committees o Used in machine/divisionalized and professional bureaucracies  Are created within older, larger organizations to manage the worst effects of the fundamental paradox of communicating and organizing. Balancing Vertical & Lateral coordination of Work Fundamental Paradox of Organizing  Machine bureaucracies divide work o First by function then by job type  They take work apart to get control over it and over the workers o Many simplified, specialized jobs o Each easy to learn to do quickly  All tied together by Vertical Coordination o By management decision-making, rules and direct supervision  Why? o Get more efficiency out of this. o INCREASED EFFICIENCY Fundamental paradox of organizing – at unit level  The more divided the work becomes, the more controllable it is o The more each department focuses on doing it’s work it’s own way to achieve efficiency  But, the harder it becomes to coordinate flow (throughput) between units o More struggling between departments about whose causing delays, higher costs o Cost of management efforts to control struggle begins to rise reducing profits from unit efficiency.  The more divided the work becomes, the more controllable it is, the easier and faster it is to do  But the more each worker becomes bored, disconnected from the work o The more repetitious, the less they care  Alienation o Symptoms: mistakes, carelessness, sabotage, absenteeism, work actions, strikes  The overall result is: Decreased Efficiency  Control the work to get increased efficiency and in the end get decreased efficiency  It’s called sub-optimization o Each unit optimizes its own efficiency but at a cost to others and the larger efficiency goals of the organization  So, we put the work back together to regain overall efficiency  Cross functional coordination must happen to achieve organizations output goals  Lateral coordination o Use structure to enco
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