Management Theory
With regards to Charles Perrow’s framework, there should be a concrete evaluation of the process concerning task variety and analyzability. Basically, Task variety conforms to the frequency of unanticipated events that occur in adaptation process. On the other hand, task analyzability deals with the process that can be reduced to mechanical steps or specified with a computational procedure. With this regard, this paper will suggests processes to be used in an architectural firm that specializes in designing houses in order to satisfy the preferences of individual customers.
From different modes of technology used in designing houses, the firm needs to consider the engineering production scheme. Actually, both task variability and task analyzability are high in this category (Meredith, J. and Mantel, S.J. 1995). As we can see all the process is high, meaning to say we are aiming at the high quality to satisfy the clients. Using high type of process signify advancement in the process which creates ease to the clients that houses built by this firm is in high condition and quality. Basically, the technology used in this process also includes, surveying, engineering design and drafting, landscape architecture, project bidding, and contract award.
With regards to the structure, it also suggested to use the organic structure than mechanistic. If we consider the organic process, let say in labor process, we can see than in organic structure the employees work together and coordinate tasks. Unlike in mechanistic, the employees or the workers are working separately and only specialized in one task. In this case, team work is essential in organic structure. Moreover, task forces and teams are primary
integrating mechanisms. There is also decentralization in which the authority to control tasks is entrusted (Meredith, J. and Mantel, S.J. 1995). Compared to mechanistic structure, the guidelines are only based on the stated regulation while in organic, the guidelines and coordination to be followed is based on face-to-face contact. The structure also in organic involves so much verbal communication and informal status based on perceived brilliance. In organic structure, the organization is actually a network of persons or teams in which the people work in different capabilities concurrently and over time (Meredith, J. and Mantel, S.J. 1995).
Reference:
Meredith, J. and Mantel, S.J. (1995). Project management: A managerial. Approach. John Wiley & Sons: New York.
Credit:ivythesis.typepad.com
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