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BA 5201Organization and Management

Organizational technology

Instructor: Çağrı Topal

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TechnologyThe work performed by an organizationThe knowledge, tools, machines,

information, skills, and materials used to complete tasks within organizations as well as the nature of the outputs of the organization

The way an organization uses resources to produce products and services

Not only the machinery but also the method

Associated with organizational structure

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Levels of technologyOrganizational-level or core

technologyWork unit or departmental

technologyInterdependent relationships

between work units or departments

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Organizational-level technologyWoodward's classificationTechnical complexity criterion

Unit or small batch technologyMass or large batch technologyContinuous process or flow

technology

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Woodward's classificationUnit or small batch technologyA few units at a timeCustomized productionLittle stockpilingLabor intensiveCustom tailor shopOrganic structureCoordination with customization

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Woodward's classificationMass or large batch technologyMany units of the same or similar

productModerate capital and labor intensityUndifferentiated outputStockpiling possibleClothingMechanistic/bureaucratic structureCoordination with standardization

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Woodward's classificationContinuous process/flow technologyContinuous productionCapital intensiveStandardized production and outputDirect labor involvement is little

labor involvementBreweriesOrganic structureCoordination with

professionalization

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Hull and Collins’ classificationTechnical batch technologyHigh knowledge complexity and small

scale operationsGeneral-purpose computer controlled

and automated capital equipmentProfessional and technical experts,

and skilled and semi-skilled operatorsOrganic-professional adhocracyHigh research and development, and

innovative activityAerospace electronics

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Hull and Collins’ classificationTraditional batch technologyLow knowledge complexity and

small scale operationsGeneral-purpose non-automated

capital equipmentSkilled or unskilled operatorsSimple traditional craft structureLow research and development, and

innovative activityDressmaking

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Hull and Collins’ classificationContinuous process technologyHigh knowledge complexity and large

scale operationsAutomated and integrated, and

sometimes computer controlled capital equipment

Skilled operators and a large number of engineers

Professional bureaucracyMedium to high research and

development, and innovative activityPetrochemical plant

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Hull and Collins’ classificationMass production technologyLow knowledge complexity and large

scale operationsAutomated, repeat-cycle, and

sequential capital equipmentSemi-skilled operators and a small

number of engineersMechanistic-bureaucratic or machine

bureaucracyLow to medium research and

development, and innovative activityCarburetor assembly

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Service as a core technologyIntangibilityCustomizationCustomer participationSimultaneous production and consumptionLabor intensity

Low workflow integration and organic structure• Low level of automation• Flexible workflow• Unclear and subjective evaluation measures

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Work unit or department technologyDimensionsTask variety•Many or few exceptions• A large or small number of unrelated tasks and unexpected events• Various or limited raw materials• Flexibility or inflexibility

Task analyzability• Readily available or unavailable information• Standardized and programmed or ambiguous and complex

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Work unit or department technologyCategories-craft technologyLow variety and low analyzabilityMostly organic structureModerate formalization and

centralizationExperienced workers with moderate

specializationModerate span of supervisory controlHorizontal communicationTest chefs and degustatorsSomewhat flexible control and

coordination

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Work unit or department technologyCategories-routine technologyLow variety and high analyzabilityMechanistic structureHigh formalization and

centralizationLow skill and narrow specializationWide span of supervisory controlLittle vertical communicationMaintenance and clerical jobsClose control

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Work unit or department technologyCategories-engineering technologyHigh variety and high analyzabilityMostly mechanistic structureModerate formalization and

centralizationFormal training and moderate

specializationModerate span of supervisory controlVertical and horizontal communicationAccounting and legal research jobsSomewhat close control and

coordination

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Work unit or department technologyCategories-non-routine technologyHigh variety and low analyzabilityOrganic structureLow formalization and centralizationHighly trained and experienced

workers and generalistsSmall span of supervisory controlExtensive horizontal communicationStrategic planners and top

managementFlexible coordination

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Interdependent relationshipsThompson's frameworkInterdependence and coordinationHow much does one unit or

department depend on another to complete work?

What is the nature of that interdependence?

How can we achieve the necessary coordination?

Mediating technologyLong-linked technologyIntensive technology

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Thompson's frameworkMediating technologyBringing together individuals,

departments, or organizations with complementary needs

Standard operating procedures and manuals

Low need for communication and coordination

Low horizontal communicationNo need to locate different units closelyPooled interdependenceRelatively independent units

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Thompson's frameworkLong-linked technologyProceeding in a serial or step-wise

fashionSteps in sequential orderInterdependent units close or

adjacent to one anotherCommunication channels between

unitsScheduled tasksSequential interdependenceRelatively dependent units

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Thompson's frameworkIntensive technologyInvolving situations in which the

outputs of one individual, unit, or department become the inputs of another individual, unit, or department

Different skills, techniques, and methods brought together to accomplish a specific purpose

Units located together to facilitate communication and mutual adjustment

Reciprocal interdependenceInterdependent units

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Task/job design and technologyFitting people to jobsJobs nearly inflexiblePeople flexiblePeople selected and trainedConducive to job specialization and

assembly-line operations

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Task/job design and technologyFitting jobs to peopleAvailable labor force over

technologyTechnology and jobs consistent with

available skills and abilitiesJob redesign and job enrichmentCreating more challenging and

motivating jobs

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Task/job design and technologySocio-technical systemsCombining the first and second

approachesQualities of individual employees,

technologies, and relations between the two

Design of tools, equipment, and process depending on human aspects and adaptation