Using assigned readings from Bolman & Deal, Reframing Organizations 5th Edition and the case study, write a 800-1000 word structural analysis of Iggy’s Bread of the World. (This case study will be used in each of the following weeks of the course.) The analysis must demonstrate a thorough understanding and application of Bolman & Deal’s structural frame. In conducting an organizational analysis, you may find the following questions helpful to guide your observations and investigation. You are not expected to answer them all.
What are the stated goals of the organization? Who determined them?
Do people in the organization agree about what the important goals are? What is the level of agreement or disagreement?
What obvious goals (taboos, etc.) seem to provide direction?
How are responsibilities allocated?
What roles have been established? How complex is the role structure? What is the organizational chart like?
Are the roles well defined or ambiguous?
Do some role groups show higher turnover rates than others?
Among which roles do you find important relationships?
What types of interdependencies exist?
How are interdependencies managed?
What does the hierarchy of authority look like? Is it centralized or decentralized? Are there many layers or a few?
How are activities coordinated?
What is the main basis of authority (position, expertise, reward, etc.)?
How clear are authority relations? Do any authority role groups show higher turnover rates than others?
How are decisions typically made? Who is responsible, and how are others involved? How are problems identified, defined, and resolved?
Where do conflicts arise, and what formal mechanisms are established for resolving disagreements?
Are there task forces, committees, coordinators, and other lateral communication networks?
How many meetings are held each day? Who attends? What is discussed? How are meetings structured?
In what areas do explicit policies exist? Do people know what the policies say? Are policies reflected in behavior? Who are the policy makers?
Is evaluation based on performance or outcomes? Who evaluates whom? What are the evaluation criteria, and how widely are they known? How frequently is performance observed and appraised? What information is used? In what ways are formal evaluations communicated? Are evaluations linked to rewards and penalties? What is the relationship between goals and evaluation criteria?
What is the nature of the core technology? Of the managerial technology?