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Increasing Information Processing Capacity It appears that the introduction of computer technology and networks isallowing increased interdependence between units (e.g., designers and manufacturersthrough networked CAD systems). The difficulty is deciding how muchslack to permit, as it is costly. Some slack is necessary for smooth function, as systems cannot be specifiedexactly and have some inefficiencies. Slack reduces the need for info processing through reducingthe interdependence between units. Building redundancyor alternative paths in the work flows can also help reduce informationprocessing needs. For instance, delivery deadlinescould be extended, inventory controls relaxed, etc. Reducing the required level of performance can create slack - unused resources- that can help ease the strain in the system. The gains by increasedhomogeniety of task (and goals) are offset by reduction in economies ofscale and variety. Product-based vs Process-Based Departmentalization - gatheringall production tasks of one product into one department can reduce the amountof information needed to coordinate and control. When uncertainty, diversity, and interdependence get too high Galbraithargues that organizations have two basic options - reduce the amount ofinformation processed, or increase the info handling capacity.ħ. Reducing Information Vs Increasing Capacity Micro-coordination - Recognition that the task object often hassome ability to monitor and control the actions placed upon it (whetherit be students, clients, etc.).
#Sequential interdependence professional#
Thisoccurs most often with professional occupations.Ħ. Delegation - Rather than have formal quidelines, organizationscan set targets or goals and give units more autonomy to meet them. As information flows become more complex and interdependentbetween units, often organizations then place hierchy over both units toimprove information flow and control.ĥ. Hierarchy - Fayol noted that officials can help deal with specialexceptions to standard work processes, but hierarcy also is another taskgrouping mechanism. Organizations group tasks to minimize coordinationcosts (Thompson, 1967) - which is a special case of Williamson's transactioncosts (1975).Ĥ. Thompson sees pooled interdependence in more separateunits, sequential interdependence in more close units, and reciprocal interdependencein the same or close units. Departmentalization - Organizationsgroup tasks according to their homogeniety (early theorists) or interdependence(Thompson, 1967). Increasing uncertainty is handled by shortening the plan - replancycle.ģ. Schedules - Needed with different activities or sequential interdependencepresent. Often are embedded in formal documents.Ģ.
#Sequential interdependence how to#
Rules and programs - agreements to how to do work process priorto actual performance.
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He then explores various modificationsorganizations use to adapt to increased demands for information processing.In increasing order of handling info complexity (and execution cost), hedefines:ġ. Information requirements increaseas a function of increasing diversity, uncertainty, and interdependenceof work processes (Scott p. Galbraith (1973, 1977) uses information processing capacity as an artifactand determinant of structural features. Coordination Mechanisms Coordination Mechanisms