Types of Organizational Elements

‭Types of organizational elements‬ ‭ hen structuring organizations, organizational components are created. These‬ W ‭are line or staff bodies. Line organs generally function well if the primary process‬ ‭runs well. The information provision for line bodies is based on the primary‬ ‭process. Staff bodies offer added value if they provide good support to the line.‬ ‭This often leads to specific management information needs for the management‬ ‭of a staff body. The most essential management information for the staff body‬ ‭c oncerns the satisfaction of the line bodies.‬ ‭ ypes of areas of responsibility‬ T ‭Management's information needs vary depending on the type of area of‬ ‭responsibility. In this context, Bossert distinguishes between five types of‬ ‭responsibility centers where the clarity of the relationship between input and output‬ ‭is the classification criterion, namely:‬ -‭ ‬ ‭-‬ ‭-‬ ‭-‬ ‭-‬ ‭Called standardized cost center (clear relationship between input and output);‬ ‭ he revenue center;‬ T ‭The independent cost center (no clear relationship between input and output);‬ ‭The results center;‬ ‭The investment center.‬ ‭The management information that the manager needs differs per type of center.‬ ‭ anifestation of control‬ M ‭Standardized cost center‬ ‭Revenue Center‬ ‭Independent cost center‬ ‭Result Center‬ ‭Investment center‬ I‭nfluence on management information needs‬ ‭Costs in relation to output information‬ ‭Turnover and volume information‬ ‭Costs in relation to budget‬ ‭ rofit as a result of revenues and costs‬ P ‭Return on capital profit as a result of revenues‬ ‭and‬ ‭costs balance sheet information‬ ‭The method of coordination and control‬ ‭ ependencies between organizational units create a need for coordination‬ D ‭mechanisms that ensure that activities are carried out correctly at the right times.‬ ‭The coordination mechanism influences the management information provision.‬ ‭ intzberg distinguishes different types of organizations, called structural configurations, where‬ M ‭each configuration has an appropriate dominant form of coordination. The five configurations‬ ‭are:‬ -‭ ‬ ‭-‬ ‭-‬ ‭-‬ ‭-‬ ‭The simple structure; The‬ ‭ achine bureaucracy; The‬ m ‭professional bureaucracy; The‬ ‭divisionalized structure; The‬ ‭adhocracy.‬ ‭The table below contains the main characteristics of these structure configurations:‬ ‭Structure‬ ‭c haracteristics‬ ‭P rimary‬ ‭coordination‬ ‭ echanism‬ m ‭s ‬ ‭Center of gravity‬ ‭control‬ ‭Decade-‬ ‭t‬‭ralization‬ ‭Contingenc‬ ‭y‬ ‭factors‬ ‭Simple‬ ‭structure‬ ‭Direct‬ ‭s upervision‬ ‭ achine‬ M ‭bureaucracy‬ ‭Standardizati‬ ‭on‬‭f rom w ork‬ ‭and‬ ‭processes‬ ‭Strategic‬ ‭level‬ ‭ ertical and‬ V ‭horizontal‬ c‭ entralization‬ ‭young,‬ ‭s mall,‬ ‭limited‬ ‭arrangements,‬ ‭simple‬ ‭ rofessional‬ P ‭bureaucracy‬ ‭ tandard-‬ S ‭isation of‬ ‭k nowledge and‬ ‭skill‬ ‭Limited‬ ‭horizontal‬ ‭O perational‬ ‭level‬ ‭Vertical and‬ ‭horizontal‬ ‭Old, big,‬ ‭Complex and‬ ‭simple‬ ‭and‬ ‭stable‬ ‭environment,‬ ‭Techno-‬ ‭structure‬ ‭centralization‬ ‭regulating,‬ ‭environment,‬ ‭ xternal‬ e ‭control‬ ‭centralization‬ ‭stable‬ ‭action‬ ‭freedom,‬ ‭s tatus‬ ‭Adhocracy‬ ‭Division‬ ‭structure‬ ‭Mutual‬ t‭uning‬ ‭ tandar‬ S ‭d-‬ ‭isation‬ ‭of‬ ‭Product‬ ‭s /‬ ‭services‬ ‭To support‬ ‭ iddle‬ M ‭management‬ ‭ imited‬ L ‭vertical‬ ‭centralization‬ ‭the staff‬ ‭Selective‬ ‭decentralizatio‬ ‭n‬ ‭Complex and‬ ‭Product/‬ ‭dynamic‬ ‭m arket‬ ‭com-‬ ‭binations,‬ ‭old,‬ ‭big,‬ ‭strong‬ ‭middle management‬ ‭environment,‬ ‭young,‬ t‭horough,‬ ‭arranged and‬ ‭controlled,‬ ‭s tatus‬ ‭Step-by-step plan for determining information needs based on 'structure' factor‬ I‭n order to determine what influence the structural features of the organization have‬ ‭on the information needed, the following steps must be completed.‬ ‭determine the basic structure and‬ ‭-‬ ‭Step 1:‬ ‭coordination mechanism;‬ ‭-‬ ‭Step 2:‬ ‭determine the type of‬ ‭organizational units and the type‬ ‭-‬ ‭Step 3:‬ ‭ f area of responsibility;‬ o ‭determine the management‬ ‭information needs.‬ ‭The bottom of the toll‬ ‭Management style‬ ‭ his book focuses on the information requirements that management needs to‬ T ‭manage and control business processes. The management style is therefore an‬ ‭obvious factor that influences the information needs of management. Bots and‬ ‭J ansen recognize 5 management profiles, namely:‬ ‭-‬ C ‭ ontact:‬ ‭The contact person mainly plays a role in representative obligations. He must‬ ‭therefore be well aware of the procedure involved (the protocol). When acquiring‬ ‭orders, his name means added value compared to the competition. To this end,‬ ‭the contact person needs information about the company's capabilities to avoid‬ ‭making promises that cannot be kept.‬ ‭-‬ ‭Political manager:‬ ‭ he political manager prefers to be informed as much informally as possible about‬ T ‭what is going on. After all: knowledge is power. He can use informally known‬ ‭information at the appropriate time or withhold it when necessary. He also wants‬ ‭this information formally for certain specific purposes.‬ ‭-‬ E ‭ ntrepreneur:‬ ‭The enterprising manager focuses on developing new products and developing‬ ‭and developing sales markets. External information about the potential market‬ ‭and internal information about the possibilities to realize the plans are very‬ ‭important.‬ ‭-‬ R ‭ eal time manager:‬ ‭This manager is mainly concerned with solving short-term ad hoc‬ ‭problems. These mainly play a role at the operational level. Solving‬ ‭problems requires concrete implementation-oriented information quickly.‬ ‭-‬ T‭ eam manager:‬ ‭The‬‭team‬‭manager‬‭tries‬‭to‬‭manage‬‭his‬‭employees‬‭as‬‭best‬‭as‬‭possible‬‭as‬‭a‬ ‭team.‬‭He‬‭needs‬‭personal‬‭information‬‭to‬‭motivate‬‭his‬‭employees.‬‭He‬‭c reates‬ ‭c onditions‬ ‭for‬ ‭his‬ ‭employees‬ ‭and‬ ‭represents‬ ‭their‬ ‭interests‬ ‭to‬ ‭the‬ ‭outside‬ ‭world. Strategic and specific professional aspects play a major role in this.‬ ‭M anagement profile‬ ‭Contact‬ ‭Political manager‬ ‭Central roles‬ ‭Type of information‬ ‭Figurehead, intermediary‬ ‭Externally focused, informal,‬ ‭ rotocols‬ p ‭Informal, tactical‬ ‭Spokesman, negotiator,‬ ‭resource allocator‬ ‭Entrepreneur‬ ‭Real time manager‬ ‭Team manager‬ ‭information‬ ‭Initiator, negotiator‬ ‭M arket information,‬ ‭future-oriented‬ ‭Problem solver‬ ‭ eader, spokesperson,‬ L ‭monitor‬ ‭Internal management‬ ‭information,‬ ‭ perational‬ o ‭Person and task/‬ ‭results-oriented information‬ ‭ o far, only styles of individual managers have been discussed. Now multiple managers can‬ S ‭also exhibit certain behavior together. In this case we can speak of a 'collective management‬ ‭style'. This will have more influence on the management information to be achieved than the‬ ‭individual management style because information systems are often built for several people‬ ‭at the same time. A manageable classification of collective management styles is that of‬ ‭Lewy. Lewy has investigated the planning and control process within companies. He‬ ‭distinguishes within organizations loose delegation (lose control) and tight delegation (tight‬ ‭control) as management styles.‬ ‭ he consequences of the collective management style on information provision can be‬ T ‭summarized as follows:‬ ‭Tight delegation‬ ‭Separate delegation‬ -‭ ‬ ‭-‬ ‭-‬ ‭-‬ -‭ ‬ R ‭ eporting in outline; Low frequency of‬ ‭-‬ ‭reports; The emphasis is on whether‬ ‭ etailed reporting; High frequency of‬ D ‭reports; Forecasts play a prominent‬ ‭role; Focused on input, throughput‬ ‭and output.‬ ‭ r‬ o ‭-‬ ‭not the desired end result is achieved;‬ ‭-‬ ‭Mainly focused on output.‬