Organizational Structure and Behavioral Design Variables

Organizational Design Variables and Work Structure

Structural Differentiation (Item 6 Continued)

Horizontal differentiation relates to the division of labor and the number of units and tasks. The grouping of tasks defines the structure.

Vertical differentiation relates to the number of posts and reflects the division of labor, giving rise to structures such as tall and flat structures. Spatial differentiation is a conglomerate of the two previous types.

Formalization and Centralization

Formalization ensures people's behavior and the way tasks are performed, aiming for the correct execution. This is achieved through:

• Establishing rules.
• Procedures design.
• Process design.

Centralization and standardization relate to the distribution of powers and responsibilities for decision-making. If powers are centrally concentrated in the company's management, this is centralization. Decentralization involves distributing decision-making powers more broadly. When work is highly skilled, the expert must always be involved.

Instrumental Variables (VAID and VAI)

A set of design variables act instrumentally, with direct and observable effects on the performance of individuals, and specific results are expected to be achieved, establishing a causal relationship between the application of variables and organizational performance.

These are the VAID (Variables Affecting Individual Decisions). However, behavioral effects are often unforeseen, affecting the outcome and being difficult to quantify.

Conversely, the VAI (Variables Affecting Individual Behavior) act directly on people's behavior, although their results cannot be fully foreseen because they depend on the personal disposition to cooperate. Thus, the effect may be strong, non-existent, or weak.

Unit and Work Design Variables (Item 7)

Task and Process Variables (VAID)

The set of variables in the task dimension and production processes are of the VAID type. This also includes:

• Supervision.
• Job specialization (horizontal: number of tasks; vertical: autonomy).
• Control of performance and results.
• Post-related training.

These variables attempt to harmonize and optimize the technical and social systems, as they greatly influence individual behavior.

Job Design and Task Classification

Perrow provides a task classification based on the number of work exceptions and the extent to which the task is specified.

Thompson ranks tasks according to the interrelation between them.

Job design is a dynamic process that includes the following phases:

1. Specification of the post content.
2. Specification of requirements.
3. Specification of the post context.
4. Post configuration.

Job design changes as the company adapts to specific environmental changes.

Supervision and Socialization

Supervision involves control and work coordination. It emphasizes control for less skilled work and coordination for the most creative work.

Through socialization, the company tries to achieve employee identification with the organization. Socialization is related to the VAI variable.