Contingency theory, according to (MARÍN IDÁRRAGA, 2012), is the framework of the organizational structure; It arises to show that there is no single structure for the division of labor. This type of research tries to explain the division of labor, its integration and coordination.
The organizational structure generates patterns of coordination, such as formalized routines, standardized differences, and attempts to control and predict behavior. These structures are intended to minimize the influences of subordinates and vice versa. It is considered a space for the interaction of forces of employees, since they are part of the organizational architecture.
Such determinism assumes a material consideration of society, reality being independent of the way it is perceived, where structural relationships are what control individuals and not their autonomy.
A theoretical current, which deals with analyzing, the behavior of organizational agents, where formal and informal systems guide the behavior of the individual. The organizational structure has developed configuration schemes that assume that the organizational structure is capable of being designed and managed, without necessarily being determined by social impositions, limiting the scope to interventions from the formal point of view.
Organizational design assumes a double process design, through which the organization structure is dimensioned.
- A heuristic axis, of plans, and fragmentation of activities building systems for the achievement of objectives, and An application exercise, in which such projects are carried out, objectively.
Thus, the design will involve a diagnostic phase and an intervention phase, attending to situational events imposed by surrounding factors. In this way, organizational design is a process of reflexive edification, whose synchronized pillars evolve through endogenous and exogenous relationships of interdependence.
For literature, organizational design is a symbolism that explains the required synchrony between the integration elements of the organization, so they chose to call it congruence.
For Max Weber, to understand reality, the idea is created from the element of effective authority, which assumes criteria of equifinality to represent the organizational structure as a product. Thus, it is possible to identify the variables that define the organizational structure
- strategy, environment, technology and structure;
Some authors have called them design imperatives variables, to recognize that the environment, the strategy, the structure and the leadership, have an influential and determining power of the organizational configuration. The harmony of these factors, will allow reaching the final state. (Gareth, 2013)
ORGANIZATION.
The organization is a tool to coordinate actions and achieve goals; individuals with the capabilities and resources create organizations to meet the needs of other individuals. They can, for example, build a vacation complex or establish a political party, or have an entrepreneurial initiative, that is, recognize an opportunity area to satisfy needs and gather the necessary resources to achieve it. It begins then, in the production of goods and services in an organizational setting, and works together to achieve more value. The reason for existing organizations are:
- Increase specialization. That is, to achieve efficiency, as well as to the community, it allows them to focus expertly on the given activity. To use large-scale technology. They are able to expand the results of the use of computerized and automated technology. In this area we can mention the large-scale economy, referred to cost savings, resulting from the use of automation; and the scope economy, that is, if the organization uses its resources effectively, and distributed differently. To manage the organizational environment. To transform the required inputs, the environment is a valuable input resource, in turn it is the market where products are launched. It is the source of the economy, social pressure, and politics to obtain the resources.To save on transaction costs. People cooperate to produce goods and services, learning how and how to do it efficiently, and jointly deciding who will carry out the activities, to exercise power and control. For individuals to adjust to tasks, production requirements, and increased production efficiency, the use of power and control is sometimes necessary.
ORGANIZATIONAL STRUCTURE.
The basic formation of administrative organization structures are vertical and horizontal. (Baba, 2013) However, depending on the relationship of authorities, there are more, we can mention:
- Linear organization. A simple training that shows the authority online, its principle is the unity of command, direction and scope. It is also known as the military organization, since under this training, the authority is direct and fully executed. Functional organization. In this are different departments, of delegated authority, and therefore subordination. Linear organization and staff. Apparently, this type of organization solves the drawbacks of the previous two, since it is hierarchical-consultative.
ORGANIZATIONAL DESIGN AND CHANGE
The study of the functioning of organizations, and the degree of impact on the environment in which it operates, is the subject of study in Organizational Theory. As well as the principles that underlie the design, operation, change and redesign of the organization's operation. Learn to manage, control and change them so that they generate wealth efficiently. These principles may refer to:
- Organizational structure. When individuals have constituted themselves as such, to achieve the goals of their community, they develop the organizational structure, as a formal system of tasks and authority, of people who coordinate actions and use resources to achieve the goals. Motivational means are used to increase efficiency. Organizational culture, understood as the set of values and norms that govern the organization, internally and externally. Organizational culture is shaped by ethics, labor rights, and reaches all levels of that organization. Organizational design. It is the managerial selection process of administration of the culture and structure of the organization, in such a way that activities are controlled. Organizational design refers, for example,For the manager to find the balance between internal and external pressures, select a good technology, observe and respond to the environment correctly. When balance is achieved, a longer-term existence of the organization is assumed. Organizational change. Organizations move their current state to the future through certain processes, finding new methods to use their resources, increase their performance, the structure itself being the means of support for the change that the desired future generates. Organizational change and design are closely linked, since change can be understood as redesign. Diversity management. The differences between the members of the organization, race, gender, origin, have important implications for the culture of the organization, since it is in the function of this diversity.
To promote efficiency, speed of information, the company's ability to compete successfully, in an increasingly competitive environment, and introduce new technologies, give character to an organization, as it is characterized by its good performance, its ability to creating value increases, and achieves better ways to produce and distribute goods. Likewise, the culture of the organization promotes and encourages the innovative spirit of the members of the organization. When a culture is based on norms and rules, it has greater possibilities of encouraging innovation, compared to a conservative and bureaucratic organization, since business values are a response to any changing situation.
MEASUREMENT OF ORGANIZATIONAL EFFECTIVENESS.
They are the managers, the people in charge of the optimization of the organizational resources. And there are three main processes to measure this organizational effectiveness:
- Control, Referred to the ability to attend to the external and internal environment of the organization and attract customers to the organization. Innovation, that is, develop skills and competencies that allow the discovery of new structures for better operation. Developing modern facilities, with new technologies for the optimization of production times.
For the evaluation of the effectiveness three challenges are faced: 1) To assure scarce resources, and valuable for the exterior. 2) Creatively coordinate employee skills to innovate and adapt to needs. 3).Convert those skills into resources efficiently.
In this way, he mentions (Gareth, 2013), three different approaches to measure efficiency.
They are illustrated in the following table:
Different approaches to measure efficiency
CONSEQUENCES OF BAD ORGANIZATIONAL DESIGN.
The structure and culture govern the behavior of the organization, sometimes managers are unaware of this relationship, giving little attention to the behavior of the members of their organization. Managers in this situation fail, as the entire organization loses focus. Lack of redesign can lead to deterioration, and even loss of intellectual capital. (Gareth, 2013).
ORGANIZATIONAL CHANGE AND LEADERSHIP.
Effective leadership revitalizes an organization and allows good adaptation to the environment. Changes are usually driven by top management, but this does not prevent changes from being initiated by any member of it. But it is necessary for the leader to understand the reasons if there is opposition to the change, some of them can be:
- Lack of confidence, Believing unnecessary change, Believing that change is not viable, Economic threats High costs Fear of failure and others.
So (Yuki, 2008), he mentions stages of the change process: defrost, change and re-freeze.
Conclusions:
- The existence of the organization corresponds to different reasons, but the most outstanding is to obtain a utility. There are elements in the organizational structure, such as strategy, the environment, technology and structure, on which it must be built. a change to improve innovation capacity and create value.
Bibliography:
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