Organizasyonel yapı kriterleri ve ölçümü
Organizational structure dimensions and measurements
Yazar: CEMİL CEYLAN
Danışman: PROF.DR. HALUK ERKUT
İstanbul Teknik Üniversitesi / Fen Bilimleri Enstitüsü
Derece: Yüksek Lisans, 1993
Konu: Endüstri ve Endüstri Mühendisliği = Industrial and Industrial Engineering
Dizin: Mühendislik yönetimi = Engineering management ; Organizasyon =  ; Organizasyon = Organization

Özet:
ÖZET Yapılan bu çalışmada organizasyonların sayısal olarak değerlendirilmesi için gerekli olan literatür araştırması ile birlikte literatür araştırmasından elde edilen sonuçlar doğrultusunda uygulamalar yapılmıştır. Bu uygulamaların amacı imalat sektöründe faaliyet gösteren şirketlerin belirlenen organizasyonel yapı kriterleri için aldıkları değerlerin saptanmasıdır. Ayrıca organizasyonları sayısal olarak değerlendirmede bize oldukça önemli yararlar sağlayacak olan Türk imalat sektöründe faaliyet gösteren şirketler için yapı kriterleri arasında nasıl bir ilişkinin olduğunun belirlenmesidir. Kriterler arası ilişkiler ve kriterlerin imalat sektörü için ortalamaları firmaların optimum organizasyon yapısını elde edilmesine yardımcı olacaktır. Organizasyonel yapı kriterlerini tanımlayabilmek için organizasyonun tanımının ve organizasyon yapısınında tanıtılması gerekmektedir. özellikle organizasyonel kriterlerin anlamlarını kavrayabilmek için bu tür bir çalışmanın yapılması gerekmektedir. Organizasyonel yapı kriterlerini belirlemek için literatür araştırması yapılmış ve direkt olarak bu konuyla ilgili 20 ye yakın makale incelenmiştir. Bu makalelerden organizasyonel yapı kriterleri ve ölçüm metodları saptanmıştır. Uygulama aşamasında ise organizasyonel yapı kriterleri için elde edilen ölçüm metodlarından yararlanarak bilgi toplama formu oluşturulmuştur. Bilgi toplama formları ile imalat sektöründe faaliyet gösteren şirketlere gidilerek ölçüm yapılmıştır. Bilgi toplama formlarının değerlendirilmesinden şirketler bazında kriterlerin sayısal değerleri elde edilmiştir. Dolayısıyla organizasyonlar için sayısal sonuçlara ulaşılmıştır. Ulaşılan bu sayısal değerler SPSS adlı istatistiksel değerlendirme programı ile değerlendirilmiştir. Yapılan istatistiksel değerlendirme sonucunda işletmelerin büyüklüğünün organizasyonel yapı üzerinde oldukça etkili olduğu gözlenmiştir. Organizasyonlar geliştikçe organizasyonda uzmanların dağılımı daha düzgün olmakta, yetki devri fazlalaşmakta, organizasyonu seviye sayısı artmakta, uzmanlık alanı sayısı artmakta yani işletme daha formel ve daha fonksiyonel bir yapıya sahip olacaktadır. Ayrıca yönetici sayısı arttıkça uzmanlaşma azalmaktadır. Yani firma büyüdükçe uzmanlık artmakta buna karşılık yönetimin üstünlüğü azalmaktadır. Sonuç olarak belirlenen organizasyonel kriterler organizasyonların sayısallaştırılmasında yararlı olamakta ve bazı ilginç sonuçlar vermektedir. -ix-

Abstract:
SUMMARY ORGANIZATIONAL STRUCTURE DIMENSIONS AND MEASUREMENTS This paper treats the relationships between dimensions of size, technology and selected aspects of organizational structure in manufacturing firms operating in Turkey. It proposed that the larger the organization, and the more advanced the technology employed, the higher the level of formalization, the higher the level of standardization, the higher the level of functional specialization and the lover the level of centralization. This study is divided into seven parts. Part one is preface. Second part covers the history of the organizations and describes the main approaches to it- including the "classical" approach, the " \ human relations" approach and the "systems" approach. In part three we examine basic problems of organizatinal structures. The first part of third chapter is related organizatinal structure and the second part is involved variety of organizations. The 4th part is related the organizational design. This chapter began by noting that the practical and theoretical perspectives. The 5th chapter is explained organizational structures and measurements techniques. The 6th part related to what kind of techniques are used organizational measurements. And last chapter is explained the results of measurements. First chapter is explained that Organization is defined as the division of work among people whose efforts must be coordinated to achieve specific objectives. The primary objectives of a business organization are survival, growth and profit. To achieve these a company must define its secondary objectives especially in the areas of marketing, innovation and efficiency. Because an organization is an open system, company objectives essentially describe the way in which the company intends to secure a continuing supply of human and material resources by its operations. We can distinguish three approaches to the study of organization. The Classical approaches tends to regard organization as a closed system, a machine whose internal efficiency is of prime importance. The basis for dividing the work to be done to achieve objectives is the -x-nature of the work itself. The Human Relations approach claims that problems of co ordination in organizations result from blindness to the needs and values of the people who comprise the organization. The division of work should be such as is most likely to evoke a willingness to co-operate. The System approach looks at the organization in its environment. Objectives are viewed as the essential link between a company and those parts of the environment that are vital for its survival and growth. Decision rather than activities have most effect on the achievement of objectives. Therefore, the organization structure should provide communication channels that will facilitate decision making. The third chapter is explained that The objectives of company will affect its organization structure by highlighting the key activities and decision areas. These will be provide the skeleton of the structure. Organizational structure is defined that people who works organization explain positions at the firm and arraigned organizational' s units. Organizational structure has principles. 1. Objective totality principles. 2. Efficiency principles. 3. Span of Management principles. 4. Hierarchy principles. 5. Delegation principles. 6. Responsibility principles. 7. Parity of Authority and Responsibility principles. 8. Line principles. 9. Authority level principles. 10. Specialization principles. 11. Definition of role principles. 12. Separation principles. 13. Balance principles. 14. Flexibility principles. 15. Management principles. Activities have been grouped on many different bases. Although all such bases have advantages and disadvantages in given circumstance one is likely to be more suitable than the others, though not for all time. Grouping on the basis of region- has. an advantage where speed of reaction to local factors is important. Market - based grouping concentrates attention on the source of company's future existence. Product-based grouping -xi-simplifies accountability and so encourages decentralization. Grouping by function allows personnel to reach a hiqh level of performance by specialization; it also provides the benefits of economies of scale. Grouping by process or equipment may benefit. small companies and departments within larger companies, again through economies of scale. Grouping based on the decisions to be made will ensure that communication channels facilitate the flow of information and so improve coordination. The Span of Control principle should be used as a check on the manageability of the groupings chosen. The actual Span of Control depends on the ability of the manager, the competence of and extent of cooperation between the subordinates, the nature of and similarity between the subordinates' activities, the amount of non-supervisory work which the manager must do, and his use of personal assistants. There must be balance between the span of control and the number of organizational levels. Coordination should be based on the hierarchy of objectives. Members of the organization should realize that activities must be interrelated to achieve objectives. Coordination should start at the bottom. Good communication channels are essential to coordinate. Economies of scale may be technical, managerial, financial, marketing or risk-spreading. They should be pursued as long as enhance the achievement of objectives. Size of itself, however, may actually bring about diseconomies of scale. In the 4th chapter, we examined organizational design. Organizational Design is the continuing cycle of adapting the missions, goals, strategies, and tactics, arranging the organizational technology to do them, and producing desired resolute in the face of changing environments while the organization continues to operate. The structural/ functional/environmental meanss-ends interdependence linkages embodied in this definition. This is called the ABCE model. There are five components of the organizational technology: 1. Design Premises 2. Organizational Logic 3. Organizational Architecture 4. Reward System 5. Actual Organization. -xii-The basic principle for organizational design ±s that structure follows strategy. Under this premise organizational design must be viewed as an integral part of the strategic positioning of the firm. The selected structure should facilitate the development and implementation of the long term directions of the organization. Certainly, the structure should also permit the efficient execution of short term operational tasks; but at the beginning of the design process, the attention should be focused on the policies for growth and diversification, which are the paramount concerns of strategic planning. Design of the organizational structure has two basic steps. First one is design of a basic organizatinal structure. The fundamental objective of this step is to translate the strategic positioning of the firm in terms of a set of distinctive units ordered in the highest hierarchical levels of the organizational structure. As follows are steps of basic design procedure. 1. Identify and List Your Critical Dimensions 2. Focus alternatively on different critical dimensions 3. Rank critical dimensions in order of decreasing importance 4. Define one or more primary structures. The second step of organizational design is detailed organizational design. The objective sought in the detailed organizational design phase is twofold: to identify all the operational tasks the organization should undertake in the pursuit of its daily activities, and to assign those tasks to the major organizational segments identified in the basic structure previously defined. And we explained the elements of design process. We noted that there are similarities in the process of design regardless of whether it is implemented in management, engineering, or architecture. By understanding the nature of the design process we can be better prepared to anticipate its effects and make any needed adjustments. In the 5th chapter, we explain organizational structure dimensions. Delegation of authority consisted of the ratio of the number of specific management "decisions the chief executive delegated to the number he had the authority to make, that is, those decisions he did not have to refer -xiii-to a higher authority. The list of the decisions are given chapter live. Centralization index was a function of the locus of decision making with respect to major and specific functional policies- such as marketing and production} the degree of information-sharing between levels} and the degree of participation in long term planing. Scales are given chapter five. Number of hierarchical level represented the number of levels in the hierarchy including the top - chief executive - and bottom - worker- levels. Administrative density was the ratio of the number of line supervises, managers, and staff personnel to the total number of employees. This measure took into account the relative number of employees non directly engaged in the production and distribution of the firm's products. Functional specificity was the degree to which highly specialized requirements were spelled out in formal job descriptions for the different work functions in the firm. The score on functional specificity was the proportion of the organization's individual jobs where a formal job requirement called for at least four years of specialized training- namely, a college degree with specific major or the equivalent. This measure degree with specific major or the equivalent. This measures was originally intended to be a partial indicator of the relative formality of job descriptions, but turned out to be a better indicator of the degree of functional specialization. Formalization of role definition was the extent to which rules, procedures, instructions and other communications were writing. Lack of autonomy prevailed when an organization lacked autonomy to the extent that top management had to refer certain decisions to higher level of authority- outside the organizational unit being examined. The lateral dimensions of the form of an organization's technology can be measured along a continue of mass production technology. This construct represents the degree to which a manufacturer emphasizes mass versus custom technologies for his various proceed and/or product lines. -xlv-The longitudinal dimension of technical change is simply a function of the relative rates of innovation in techniques and/or products. This dimension is conceptualized as independent in meaning from the mass production dimension, in that technical change may be high or low, regardless of whether the prevailing form of the technology is custom, mass, or continues production. Functional dispersion represented the extent to which individuals were evenly distributed among the various specialty functions represented in the firm. Hierarchical control was the degree of cumulative authority and responsibility resting in the various levels of the hierarchy. Functional differentiation is the number of discrete functions in each department performed by at least one specialist, the number of job titleB and functional diversification index. Size is possible to list number of dimensions. a) Permanent personnel b) Scale of operations c) Scale of production d) Annual turnover e) Net assets. Standardization of procedures is a basic aspect of organizational structure and would distinguish bureucreauratic and traditional organizations from charismatics ones. The operational problems here revolve around defining a procedure and specifying which procedures in an organization are to be investigated. Complexity is indiaated by three measures- number of occupational specialists, degree of professional training and amount of professional activity. Staff density was the ratio of the total number of specialists to the total number of employs. The 6th and last chapter explain result of statistical analyses and result of measurements. According to statistical analyses; 1. Administrative density related Functional specificity 2. Functional dispersion related Functional specificity, 3. Annual turnover related Functional specificity, 4. Mass production related centralization, 5. Hierarchical control related Delegation of authority, 6. Functional dispersion related Functional dispersion. According to General statistical results. Size and technology influenced organizational structure and dimensions. The larger organization, and the more advanced the technology, the higher the level of formalization, the higher the level of specializations. -xv-