Mechanistic Structure Of Samsung

Samsung holds the seventh rank`s in The World’s Most Valuable Brands by Forbes (Anonymous, 2015). It is clear that Samsung is internationally acknowledged IT firm. The goals of Samsung are to achieve about 400,000,000,000 USD in sales. Also, it wants to accomplish number one in the international IT market by 2020. Furthermore, Samsung wants to become an innovative company by building new markets and respected company by offering a better workplace than rival companies. Moreover, Samsung implements ‘Green Management philosophy’. Because it perceives increasing environmental influences crafted by sourcing, manufacturing, using and disposal. In other words, Samsung takes responsibilities in terms of nature. Also, Samsung makes other contributions

Its distinguishing features include a clear-cut division of labor, a strict hierarchy of authority, formal rules and procedures, and promotion based on competency. There is a more bureaucratic form called a mechanistic approach. Organizations that operate with highly mechanistic designs are very bureaucratic in nature. They typically operate with more centralized authority, many rules and procedures, a precise division of labor, narrow spans of control and formal means of coordination. Mechanistic designs are described as ‘tight’ structures of the traditional vertical or pyramid form. According to sociologist Max Weber, bureaucracies were supposed to be orderly, fair and highly efficient. In short, they were a model form of organization. However, the bureaucracies that we know are often associated with ‘red tape’. Instead of being orderly and fair, they are often cumbersome and impersonal to the point of insensitivity to customer or client needs. Management researchers recognize that there are limits to bureaucracies, particularly in the sense that they tend to become unwieldy and rigid (Schermerhorn Jr John R.,

The limits of bureaucracy are especially apparent in organizations that must operate in the highly competitive environments created by the forces of globalization and new technologies. It is hard to find a technology company, consumer products firm, financial services business or dot-com retailer today that is not making continual adjustments to its operations and organizational design. So enlightened managers are helping organizations reconfigure into new forms that emphasize flexibility and speed, while retaining sight of important performance objectives. Harvard scholar and consultant Rosabeth Moss Kanter notes that the ability to respond quickly to shifting environmental challenges often distinguishes successful organizations from less successful ones. The organizational design trend now is towards more adaptive organizations that operate with a minimum of bureaucratic features and with cultures that encourage worker empowerment and participation. Such organizations display features of the organic designs including more decentralized authority, fewer rules and procedures, less precise division of labor, wider spans of control and more personal means of coordination. They are described as relatively loose systems in which a lot of work is done through informal structures and networks of interpersonal contacts. Organic designs recognize and legitimize these links, and give them the resources they need to