# data[].attributes.headline
All of these combine to point toward an optimal social architecture (p.64)

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All of these combine to point toward an optimal social architecture (p.64)

# data[].attributes.body
Every organization needs to respond to a universal set of internal & external parameters.

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Often less formal & more flexible than authority-based systems & rules

Formal & informal meetings, task forces, coordinating roles, matrix structures, & networks

Work best for complex tasks performed in turbulent environment

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Higher levels coordinate & control the work of subordinates through:  authority, rules & policies, and planning & control systems

Generally better in stable environment, where tasks well understood & predictable & uniformity is essential

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Basic Options for Grouping People into Working Units (p.54)

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Basic Options for Grouping People into Working Units (p.54)

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Function

Time

Product

Customer

Place

Process

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Help ensure predictability, uniformity & reliability

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Help ensure predictability, uniformity & reliability

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Can be burdensome, leading to apathy, absenteeism & resistance

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Can be burdensome, leading to apathy, absenteeism & resistance

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A Job (or position) Channels Behavior by Prescribing what Someone is to do (or not do) to accomplish a task (p.54).

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A Job (or position) Channels Behavior by Prescribing what Someone is to do (or not do) to accomplish a task (p.54).

# data[].attributes.body
Prescriptions take the form of job descriptions, procedures, routines, protocols, or rules.

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Division of Labor is the Keystone (p.53)

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Division of Labor is the Keystone (p.53)

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1. How to allocate work (Differentiation)

2. How to coordinate diverse efforts after parceling out responsibilities (Integration)

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Does NOT have to be machine-like or inflexible (p.52)

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Does NOT have to be machine-like or inflexible (p.52)

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Both Enhances & Constrains what an Organization can do (p.52)

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Both Enhances & Constrains what an Organization can do (p.52)

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Is a blueprint for expectations & exchanges among internal players (p.51) & external constituencies

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Is a blueprint for expectations & exchanges among internal players (p.51) & external constituencies

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Provides the architecture for pursuing an organization's strategic goals (p.51).

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Provides the architecture for pursuing an organization's strategic goals (p.51).

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Strategy (p.50), as per Mintzberg (1987):

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Strategy (p.50), as per Mintzberg (1987):

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1. Plan:  a conscious & intentional course of action

2. Perspective:  an organization's way of framing where it wants to go & how it intends to get there

3. Pattern:  a consistent pattern of decisions

4. Position:  the way an organization positions itself in relationship to its environment

5. Play: a plan or decision whose purpose is to provoke a reaction from competitors

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1. The work of industrial analysts bent on designing organizations for maximum efficiency (Frederick Taylor)

2. Max Weber's (economist & sociologist) work with formal organization.  Patriarchy ruled at the time (beginning of 20th century), until Weber described "monocratic bureaucracy", which introduced: fixed division of labor, hierarchy of offices, set of rules governing performance, separation of personal from official property & rights, use of technical qualifications, employment as primary occupation & long-term career

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6 Assumptions of the Structural Frame (p.48)

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6 Assumptions of the Structural Frame (p.48)

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1. Organizations exist to achieve established goals & objectives & devise strategies to reach those goals.

2. Organizations increase efficiency & enhance performance through specialization & appropriate division of labor.

3. Suitable forms of coordination & control ensure that diverse efforts of individuals & units mesh.

4. Organizations work best when rationality prevails over personal agendas & extraneous pressures.

5. Effective structure fits an organization's current circumstances (including its strategy, technology, workforce & environment).

6. When performance suffers from structural flaws, the remedy is problem solving & restructuring.

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The right structure combats the risk that individuals, however talented, will become confused, ineffective, apathetic or hostile. (p.47)

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The right structure combats the risk that individuals, however talented, will become confused, ineffective, apathetic or hostile. (p.47)

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A Core Premise of the Structural Lens (p.47)

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A Core Premise of the Structural Lens (p.47)

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The right combo of goals, roles, relationships & coordination is essential to organizational performance.

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Individual strengths & characteristics help determine assignment

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Individual strengths & characteristics help determine assignment

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All members have to do their jobs well, but expectations vary