Sequential interdependence

Three Types of Interdependence in an Organizational Structure

by LaToya J. Murray http://smallbusiness.chron.com/three-types-interdependence-organizational-structure-1764.html

In the 1967 book "Organizations in Action," sociologist James D. Thompson defined three types of interdependence to describe the intensity of interactions and behaviors within an organizational structure. The study of interdependence helps business owners understand how the different departments or units within their organization depend on the performance of others.

Pooled Interdependece

Pooled interdependence is perhaps the loosest form of the three. In this type of interdependence, each organizational department or business unit performs completely separate functions. While departments may not directly interact and do not directly depend on each other in the pooled interdependence model, each does contribute individual pieces to the same overall puzzle. This creates an almost blind, indirect dependence on the performance of others wherein one department’s failures could lead to the failure of the overall process.

Sequential Interdependence

Sequential interdependence occurs when one unit in the overall process produces an output necessary for the performance by the next unit. Perhaps the most obvious example of sequential interdependence is an assembly line. According to the Proven Models website, "The demand for coordination to prevent slowdown is greater than for pooled task interdependence." Scheduling and planning your organization resources in a sequential interdependence model is essential to efficient operations.

Reciprocal Interdependence

Reciprocal interdependence is similar to sequential interdependence in that the output of one department becomes the input of another, with the addition of being cyclical. In this model, an organization’s departments are at their highest intensity of interaction. Reciprocal models are the most complex and difficult to manage--the Business Intelligence website notes that "one unit can change the rules and affect everyone else at any time."

Coordination

Thompson theorized that the correct way to get departments within an organization working together effectively is to structure respective work tasks by intensity of interdependence, and then manage each of those interdependencies with different coordination methods.

· For example, a pooled interdependency requires standardization in rules and operating procedures, while the coordination methods for the other two interdependencies are slightly more flexible.

· A sequential interdependency is managed through mildly adaptive planning and scheduling,

· while reciprocally interdependent departments are managed through constant information sharing and mutual adjustments.

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Examples of Task Interdependence in Manufacturing Companies

by Ciaran John http://smallbusiness.chron.com/examples-task-interdependence-manufacturing-companies-38007.html

Kanban started as a visual management element of the Toyota Production System.

Kanban started as a visual management element of the Toyota Production System.

Quinn Rooney/Getty Images News/Getty Images

Within the manufacturing arena, academics use the term "task interdependence" to describe the manner in which different business units are reliant upon one another during the production phase. Pooled, reciprocal and sequential relationships are the three types of interdependent relationships that the American scholar James Thompson identified. Many academics still categorize manufacturing processes using Thompson's models.

Pooled

Pooled interdependence within the manufacturing sector involves groups of employees working independently to produce a certain product. Employees of a clothing firm may use the same machines to cut, dye and sew fabrics. At the end of each shift, the firm may package items that were produced by many employees into one box and ship those finished goods to the same store. The workers depend on one another to produce enough goods to meet the firm's daily production goals, but each worker can produce an item of clothing without the assistance of a coworker. Therefore, different people and business units have minimal contact during the production phase.

Reciprocal

In a reciprocal relationship, no one person or business unit can manufacture an item without the involvement of another person or unit. Furthermore, in this type of setup, items normally pass back and forth between the same units multiple times during the production phase. At a car manufacturing plant, the vehicle may pass between the electronics department and the steel workers several times as workers in both areas gradually add components to each vehicle.

Sequential

Assembly lines are one example of sequential task interdependence at a manufacturing firm. In a furniture producing plant, one employee may construct the wooden frame before passing a couch onto a second worker who adds the springs. A third worker may add cushions and stuffing before a fourth worker adds the couch cover. The production process must follow a logical sequence since you cannot add the cover or the stuffing until you have already created the frame and installed the springs.

Considerations

· Many people think of task interdependence within the confines of a single manufacturing plant but, in the modern era, interdependent relationships often involve multiple production plants.

· Computer manufacturing firms may employ workers in different locations to produce certain computer components, and the people involved in this production process are involved in a pooled relationship.

· However, within each plant, various workers may be involved in sequential or reciprocal relationships that fall within a single segment of the overall production process.

· Additionally, the development of new technologies means that firms can sometimes streamline processes and assign more responsibilities to fewer individuals.

· Therefore, interdependent relationships within the manufacturing sector tend to evolve over time.

·

Chapter 5 – Technology and Structure

The Propositions of James D. Thompson

http://www.nickols.us/ThompsonPropositions.pdf

Chapter 5 – Technology and Structure

5.1: Under norms of rationality, organizations group positions to minimize coordination costs.

5.1a: Organizations seek to place reciprocally interdependent positions tangent to one another, in a common group which is (a) local and (b) conditionally autonomous.

5.1b: In the absence of reciprocal interdependence, organizations subject to rationality norms seek to place sequentially interdependent positions tangent to one another, in a common group which is (a) localized and (b) conditionally autonomous.

5.1c: In the absence of reciprocal and sequential interdependence, organizations subject to norms of rationality seek to group positions homogeneously to facilitate coordination by standardization.

5.2: When reciprocal interdependence cannot be confined to intragroup activities, organizations subject to rationality norms seek to link the groups involved into a second-order group, as localized and conditionally autonomous as possible.

5.3: After grouping units to minimize coordination by mutual adjustment, organizations under rationality norms seek to place sequentially interdependent groups tangent to one another, in a cluster which is localized and conditionally autonomous.

5.4: After grouping units to solve problems of reciprocal and sequential interdependence, organizations under norms of rationality seek to cluster groups into homogeneous units to facilitate coordination by standardization.

5.4a: When higher-priority coordination requirements prevent the clustering of similar positions or groups, organizations seek to blanket homogeneous positions under rules which cut across group boundaries, and to blanket similar groups under rules which cross divisional lines.

5.4b: When organizations employ standardization which cuts across multiple groupings, they also develop liaison positions linking the several groups and the rule-making agency.

5.4c: Organizations with sequential interdependence not contained by departmentalization rely on committees to accomplish the remaining coordination.

5.4d: Organizations with reciprocal interdependence not contained by departmentalization rely on task-force or project groupings to accomplish the remaining coordination.