Zusammenfassung der Ressource
Entrepreneurial
- entrepreneurial
- primary
coordinating
device
- direct
supervision
- characteristics
flow from this
- responsibility for
coordination lies
with the boss
- all power is
centralised at the
strategic apex
- organisation success
depends on the
boss
- has to read the
environment and
threats an
opportunities is crucial
- strategic apex is
important element
- no middle
management
- face to face supervision
- issuing instructions
and monitoring
work
- limits the size of
the organisation
- so how feasible is this if
the organisation growns
- division of labour
- uncomplicated
- little vertical or
horizontal
differentiation
- little formalised
behaviour
- if it was not coordination
would be impossible
- differentiation and
formalisation equal
complexity
- no Technostructure
or support staff
- boss must attend to the
environment
- too complicated a operating
system would stretch the
capabilities of the boss.
- typical of new
organisations
- strong leaders
- mould and shape
organisation
- lot of flexibility
- not plagued with
routines and
rigidities
- allows felxability to adopt
to circumstances.
- advantages and
disadvantages
- entrepreneur is in
command and unites
the enterprise
- leads workers
- make for
flexibility
- respond
quickly to
change
- no long meetings
- suit dynamic
environment
- burden of the organisation
and the circumstances is
borne by the boss
- will have limits
to their capacity
- and to assimilate
information from
internal and external
environment
- it works best when
environmental is simple
- structure is
simple
- one large unit
consisting of one or
a few top managers
- one dominates
- group of workers
who the basic work
- not
formalised
- minimal use of
planning liasion
or training
- not standarised little use
for staff analysts
- few middle
managers
- co ordination
done by boss
- support staff
minimised to keep
structure lean and
flexible.
- must be flexible
- operates in a
dynamic
environment
- outsmart the
bureaucracies
- environment must
be simple
- as well as
production system
- generally
organisation is
young
- time drives it
towards
bureaucracy
- vulnerability of simple
structure cause it to fail
- if gets larger it will drive it
towards bureaucracy
- classic small tightly
controlled
- then can grow large
- can be found in
public sector
- particular
agencies
- sometimes under
crisis conditions
- large can revert to
entrepreneurial
- when conditions favour
the associated part of the
organisation becomes
prime,
- organisation thus designs
itself accordingly
- Prime coordinating
mechanism direct
supervision with some
mutual adjustment
- key part
- strategic apex
- type of
decentralisation
- vertical and
horizontal
- low level of
differentation