Social Informatics

2006Question 1The following four characteristics are common to all organizationsCommon conclusion : All individuals in the organization are progress toing towards achieving a common goalCoordination of effort : The formulation and enforcement of policies rules and regulations ensure the attainment of this characteristicHierarchy of office : Otherwise known as Chain of Command , this determine mechanism ensures that the right people are doing the right things at the right time . The integrity of this characteristic is maintained by adhering to the Unity of Command principleDivision of labor : This occurs when individuals performing separate save related tasks pursue a common goalQuestion 2The difference amongst line and staff positions is that the former perform tasks that are strategical in nature while the latter perform tactical tasks . Line managers occupy formal decision-making positions within the chain of leave out while staff personnel do background search and provide technical advice and recommendations to their line managersQuestion 3Closed Systems are likened to traditional troops or windup(prenominal) systems . They are self-sufficient entities and largely shorten environmental influencesOpen Systems , on the other hand , are likened to the newer influence systems- biological and cognitive . They emphasize interaction between organizations and their environmentsQuestion 4The organisational metaphors presented in this reading include military or mechanical , biological and cognitive . They help us better image complex organizations especially as the military /mechanical mannikin , which was successful for the older narrowly , fructifyd jobs begin to leave out the modern organization . The application of the biological and cognitive manikin in today s organizations are able to produce goods and service and at the same time be cognitive of the environmental opportunities and obstaclesQuestion 5Lawler s eight substitutes for hierarchy include work design development systems technology , financial data , reward system practices supplier-customer arrive at , training , vision /values and emergent leadership .

These substitutes ordure reduce or eliminate the need for direct supervisory control , which would involve the twelve functions of motivating , record safekeeping , coordinating , assigning work , making personnel decisions , providing expertness , setting goals , planning linking communications , training /coaching , direct and controlling Lawler notes that the traits embedded in the eight substitutes technology , work interdependence , work complexity and required knowledge clear influence the opportunities for adopting an organizational approach that is based on minimal hierarchy and high involvement and thereby enable caution of today s flatter organizationsQuestion 6Kreitner and Klinicki define organizational effectiveness as the fulfillment of the four generic criteria of goal accomplishment imagination acquisition (healthy ) internal processes and strategic constituencies satisfaction . They choose this comment amid the various available definitions because it applies equally well to large or small and profit or non-profit organizationsQuestion 7Experts recommend a multidimensional approach to organizational effectiveness because no single meter applies to all stages of the organizational lifecycle , neither will any get along together competing stakeholders . A mix and match approach is taken by well-managed organization to suit the unique requirements of the organization . In to define these unique requirements , the strategic team provides input and this...If you want to get a full essay, order it on our website: Orderessay

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