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Essay / Research Paper Abstract
A 12 page overview of the manner in which organizational structure influences, and is influenced by, communication and innovation. Prevalent among the factors influencing organizational structure are size, environment, and organizational culture. This internal culture can be contended to be the most critical element determining organizational communication and innovation. Bibliography lists 10 sources.
Page Count:
12 pages (~225 words per page)
File: AM2_PPorgSt2.rtf
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Unformatted sample text from the term paper:
influence the organizational communication and innovation. One of the most important of these is the type of organizational structure which is in play. Prevalent among the factors influencing
organizational structure are size, environment, and organizational culture. This internal culture can be contended to be the most critical element determining organizational communication and innovation. Certain observations can
be made with this contention, however. The first is that certain organizational structures not only thrive off internal communication and innovation but demand that communication and innovation. Two
examples of such organizational structure which are particularly dependent on communication and innovation are the networked organization and the organization in which teams play an important role.
An organization, of course, can take a variety of forms. Much of what we know of organizational behavior, however, is based on the business organization,
that organization whose goals are measurable in a monetary sense. Such an environment demands careful oversight on organization members. There are, however, a number of factors which come
into play when human resources are of concern. Interestingly, the approaches to human resources have changed considerably since the time of viewing employees only as cogs in a wheel,
cogs to be replaced when they were inefficient or worn out. These approaches have take the format of a number of theories on human resource management. During the
1920s in particular industry consisted primarily of mass production and assembly lines. It was during this period that a theory referred to as the "classical management theory", also known
as "Theory X", came into being. Controlling cost, centralizing management and making the greatest profit even when it meant extensive analysis of work methods were the predominant driving forces
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