Chapter 9

James D. Thompson

- Created the theory of task interdependence He focused on the way in which task interdependence affects and organization's technology and structure

Methods of Production

Small-Batch Technology Mass Production Technology Continuous Process Technology

Technology

The combination of skills, knowledge, abilities, techniques, materials, machines, computers, tools and other equipment that people use to convert raw materials into valuable goods and services. - Involved in an organization's input, conversion and output processes - 80% of the work is done in the conversion process meaning it is the most important technology

Task Interdependence in Relation to Structure

The higher the level of task interdependence, the more likely and organization is to use mutual adjustment rather than standardization to coordinate work activities

Two dimensions that underlie the difference between routine and non-routine tasks and technologies

(According to Charles Perrow) 1. Task variability 2. Task analyzability > The higher the level of task variability and the lower the level of task analyzability, the more complex and non-routine organizational tasks are

Mediating Technology (Pooled)

A technology characterized by a work process in which input, conversion and output activities can be performed independently of one another. > X > > Y > >>> All Together > Z > *Work is completed separately then the efforts are put together

Long-Linked Technology (Sequential)

A technology characterized by a work process in which input, conversion and output activities must be performed in series. - A step has to happen before the next can Ex. Assembly line X > Y > Z

According to Joan Woodward, technical complexity:

Differentiates small-batch and unit production, large-batch and mass production, and continuous-process production > Woodward argued that each technology is associated with a different organizational structure because each technology presents different control and coordination problems. In general, small-batch and continuous-process technologies are associated with an organic structure and mass-production is associated with a mechanistic structure *Different emphasis on where work is done in each structure

Advanced manufacturing technology consists of:

Innovations in materials technology that changes the work process of traditional mass production organizations. Includes... Computer-aided design/materials management, just-in-time inventory systems, flexible manufacturing technology and computer-integrated manufacturing

Technical Complexity

Is the extent to which a production process is controllable and predictable.

Three types of technology that Thompson identified/associated with forms of task interdependence:

Models of Ways to get work done: 1. Mediating technology and pooled interdependence 2. Long-linked technology and sequential interdependence 3. Intensive technology and reciprocal interdependence *Table 9-5 page 308

Big Technology vs little technology

T = the use of multiple technologies to make one t = a certain technology *Need to know the relationship between the two

Technological Imperative

The argument that technology determines structure > According to the Aston Studies, however, organizational size is more important than technology in determining an organization's choice of structure.

Routine in relation to Structure

The more routine tasks are, the more likely and organization is to use a mechanistic structure. The more complex tasks are, the more likely an organization is to use an organic structure

Technical Complexity and Structure (Chart page 301): Small Batch

Small-Batch: - Customized production - Small amounts - Work is different to produce customized outputs - Workers abilities are high - Reduces the need for coordination and communication > Low complexity > Organic structure

Technical Complexity and Structure (Chart page 301): Continuous Process

- Lots of little t technology - Process that doesn't have a definitive start or end > High complexity > Organic Structure

An effective organization manages its technology to...

1. Meet the needs of stakeholders 2. Foster innovation 3. Increase operating efficiency

Technical Complexity and Structure (Chart page 301): Mass Production

- Requirement for coordination and communication increases because knowledge, skills and abilities of workers decreases - There are more steps to the woe (increased differentiation) and a need for middle management > Average complexity > Mechanistic structure

Intensive Technology (Reciprocal)

A technology characterized by a work process in which input, conversion and output activities are inseparable. *Work goes in and then comes back to be exchanged b/w individuals (exchange of info)

Task Interdependence

Is the manner in which different organizational tasks are related to one another and the degree to which the performance of one person or department depends on and affects the performance of another