by “jobs low in specialization (with a broad variety of tasks and responsibilities), no clear chain of command (team based approach), and a wide span of control, and are highly decentralized with a low level of formalization.” These two organizational configurations as stated previously lie on polar extremes and there is a huge possibility that other organizational structures exist which are in between these two extremes.
Mason Electric Service Company will be evaluated to determine its organizational configuration depending on the six elements of organizational namely work specialization, chain of command, centralization, span of control, formalization, and departmentation. To simplify the discussion of these elements and their application to the company, a table which summarizes the evaluation is presented below. This will be supported by a more detailed discussion to elaborate the evaluation.
In terms of division of labor, Mason Electric follows a mechanistic structure as tasks are simple, specific and repetitive. As discussed in the case, the top management became so overwhelmed with the employee turnover which often result to hiring persons who are not familiar with the previous’ employees job description. To answer this dilemma, the management sought to establish “Standard Practice Instructions” which are specific job functions for the employees. The case also highlighted that the employees’ role in the organization is rigid as specific task directives flow downward to the organization. The utilization of this standard procedure also signifies a high level of formalization within the company.
Adherence to the chain of command is strict as each employee reports and is evaluated by his immediate superior. The strict adherence to the chain of command is also shown by the specific guidelines received by the employees from their supervisors. It is apparent that employees are not empowered but are being directed and subjected to the company’s