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1. As decisions are made by the strategic apex, which is very often represented by the chief executive, there is no need for long dialogue within the organization. Decision-making process is then very fast. However, the lack of dialogue can result in frustration and a lack of responsabilization within the members of the organization.
. On the one hand, the adaptability to the environment is maximum because there is no standardization of outputs and processes. This structure enables the organization to adapt its outputs to the demands of a dynamic environment or a hardly predictable one. On the other hand, the core operating cannot be independent because of this lack of standardization and procedures and a strong supervision is required.
. The absence of support staff and technostructure simplifies communication within the organization. Liaison device are hardly necessary. But the organization cannot deal with work that requires many different technical competences because of this lack of specialization.
4. Example of entrepreneurial start-up the case of…
One of the first steps after analyzing the organizational culture is to understand the organizational structure. ONeill, Beauvais, and Scholl (17) discussed the differences between different organizational cultures and structures. In some cases such as the adhocracy a formal structure with vision statements may never be created.
McDonalds Corporation and the United States Forest Rangers are two organizations, which have been described as possessing strong cultures. Kilmann, Saxton, and Serpa (186) defined strong cultures as those where organization members place pressure on other members to adhere to norms. While both organizations possess strong cultures, each has a need for different levels of structure. One organization produces a highly standardized product thousands of times daily necessitating substantial structure (i.e. McDonald's). The other (i.e. U.S. Forest Rangers) is faced with situations with manifold nuances at every occurrence, and in fact, where too much structure could result in important and perhaps catastrophic subtleties being overlooked. Given that high levels of structure are most suitable in stable environments with relatively simple tasks (Burns & Stalker, 161), and a forest fire presents anything but a stable environment with simple tasks, structure may not be the appropriate device for behavioral control and may even be detrimental to employee performance.
Each organization has very distinct goals and needs. The structure is created in order to achieve these goals and thus affects the culture. Mintzberg (17) created a typology of different organizational structures including the entrepreneurial startup, the machine bureaucracy, the professional bureaucracy, and the adhocracy.
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