A University is an exact example of an organic and evolving set of disciplines and functions

Introduction :

A University is an exact example of an organic and evolving set of disciplines and functions. Though the University exhibits organic structure in some parts of functioning, an ideal from of system would be a mix of the mechanist structure and the organic structure.

Definitions:

Mechanist form of management refers to those activities in an organization which are stable and groups though dynamically evolving need a stable form of management to carry out their duties. Though management deals with people, groups need communication and in this from its vertical communication between group and leader. The group also relates to this form of management through actively involving in task making defining and allotting instructions and decisions are issued by superiors and group adheres to it very strictly. In a mechanist form of government the knowledge that the group has is considered to be more important than the knowledge possessed by the generic structure. The translation of tights becomes a functional role and group has to strictly adhere t it.

Organic structure of organization depend on the man power resources where commitment to the tasks is viewed as more important than the task itself .the discharge of functions is expected to be holistic and individual competencies are used to make the system more evolving and possessing

The University as being a mixture of both as a rational organization where the conglomeration of human resources is sought to bring about the most efficient form of structure where the human resource interacts very intensely with the other functions to bring about a form of organization which closely resembles a beauracracy but still has functional independence in terms of departmental functioning.

The University as a mechanist system:

The University is a stable form of organization and has different functional tasks which are broken down into different departments like administration human resources, different departments of study so on and so forth and all these have their own heads or Deans who then report to the director academics and so on .Though these departments function as distinct their functions are rather abstract and hence as a whole the functions are very clear .The departments are clearly designated by strict level of hierarchies and every officers is responsible for the performance of his tasks and those tasks that are relevant to him .Every functional role has a good definition of rights and obligations and these in turn translate into responsibilities held by a functional head. The communication patterns, control and authority parity are purely hierarchical. The communication channels and accountability and chain of command are top down and vertical. Every instruction and working behavior is governed by directions from the superior. These kinds of organizations rely very heavily on obedience and loyalty to superiors. The importance of knowing the local and specific knowledge is what makes a mechanist structure work well. The University in fact works on all these attributes that make it mechanist in functioning

The University as an organic system:

An organic system is always evolving and adapting itself to new environment sand changes as needed. When evolutions and changes happen it becomes difficult to allot tasks and functions in a credible and perfect manner .this is because Unforeseen requirements crop up and the rate of changes happen very fast. This takes time for assimilations and so the functional roles within a hierarchical structure cannot be defined .The organic structure comes from the stemming of special knowledge to the common tasks and all individual tasks are set by the common task so observed .Continual interaction with everyone in the system reiterates the individual tasks and shelving of responsibility to others is rather limited . Rights obligations and methods are tightly given responsibility to the owners and cannot be displaced. There is no technical definition for commitment as every work is task oriented. The structure of control and authority arises from the individual conduct in his work environment and less from contractual relationship. The worker treats the organization as non personal and the relationship is derived between the worker and his superior. The head of the organization is not considered to be omniscient and so the knowledge can be found anywhere in the network and this becomes the adhoc centre of control communication and chain of command .The communication networks are lateral making it more consultative than commanding . Information and advice is what communication so all about rather than information and decisions. Material progress and expansion is given precedence over loyalty and obedience. Cosmopolitan knowledge is given more importance than expertise in specific fields.

The University exhibits great features of the mechanist system as it is typically beauracratic in function and heavy emphasis is laid on knowledge acquisition and in learning organizations. Though the system is typically stratified, the chain of command makes one look at the dichotomy of power centers. There are very specific power nodes and typical organizational communication which cannot in any way be changed. Everything follows a perfect order and has to be followed that way.

Flexibility in individual task is give at the department level only. The superior can give that flexibility to his sub ordinates to function the way he wants provided the limiting dresses for order are seriously maintained In the University every person works on his own functionally isolated . Every man does his job and they do not relate to the macrocosm of the University on the whole .For example the admission department is only concerned with admission routines and procedures least bothered about the costs involved in getting these admissions. The library works on its own impartial to the needs of what is actually required and just shows acquisitions whatever be it. This has created a responsibility barrier in Universities where one department hands over the responsibility to another and then absolves itself totally from commitment to it.

Though Universities are now trying to innovate to new forms of organizational structure the very nature of a cohesive whole and the bonding given to all functional heads falling under the aegis of one responsible officer, the organic structure may not be suitable in all aspects.

Conclusion:

Management for innovation is needed for every set up and may be true for Universities too where innovation has to be managed but Universities are not product oriented where design and production is interrelated, the product here is a human being who cannot be limited to task heads and communication channels. Knowing how tight the controls are in a University it is much needed that communication coordination and control are centralized to a very great extent and partial decentralization is given to functional heads to carry out their tasks committed with responsibility.

References:

Burns and Stalker, the Management of Innovation