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I think that one distinct aspect of the organizational structure featured is autocratic design. There is a standardized approach to the organizational design offered in the picture. Max Weber would argue that such a rendering is reflective of a typical bureaucratic structure:
...the fully developed bureaucratic mechanism compares with other organizations exactly as does the machine compare with the non-mechanical modes of production. Precision, speed, unambiguity, … strict subordination, reduction of friction and of material and personal costs- these are raised to the optimum point in the strictly bureaucratic administration.
Weber's analysis speaks to what is featured in the picture. There is a "machine aspect" to the structure. The General Manager delegates to the Spa Manager, who in turn moves to the Senior Supervisor. This process continues to the Junior supervisor and the Therapist. The machine aspect is evident in how each level of the structure is dependent on the one above it. There is a clarity of order, a tiered structure reflective of autocracy and reduction of ambiguity. There is a mechanical element within the organizational structure. Definition in roles and functions is evident in such a structure. There is a static element within the structure offered. In such a design, authority flows from "the top down." The General Manager is the focal point of all executive decisions. The directional flow of power is downward, moving to the Therapist. Clear understanding of where power resides is one of the distinctive aspects in this flow chart. This structure might find challenge if the General Manager is not necessarily equipped to effectively navigate the challenges of leadership, as all decisions and actions rest with that position.
If we were to analyze the structure in a more skeptical manner, one could make the argument that the "Therapist" function at the bottom of the flow chart holds the most amount of power. Anything that the upper echelons of management want done rests in the bottom tiered "Therapist." Conceivably, the organization's success rests with this level. Since the other tiers are simply passing logistics and decisions down to them, it becomes evident that if the "Therapist" function is not capable or equipped to carry out what needs to be done, challenges in the organization's effectiveness is evident. The "Therapist" might hold the key to unlocking the success element in the organization. At the same time, the "Therapist" might be seen as an actual function of therapy that all higher levels need if the bottom rung is not effective in their job or in simply dealing with the autocratic nature of this organizational structure of management.
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