Other examples of adhocracy


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Other examples of adhocracy

  1. 1. OTHER EXAMPLES OF ADHOCRACY Benedick J. Ledesma MPM 1
  2. 2. Task Force•A temporary structure formed to accomplish a specific, well-defined and complex task that involves a number of organizational sub-units
  3. 3. Task Force…•It can be thought of as a scaled-down version of a temporary matrix•Members serve until the goal is achieved, at which time the task force is disbanded
  4. 4. What happens after the goal of the taskforce is accomplished?•The members move on to a new task force, return to their permanent “home” departments in the organisation or leave the organisation
  5. 5. Task Force is best applied when… an organisation is confronted with a task whose success is critical to the organisation, which has specific time and performance standards, is unique and unfamiliar and requires functions that are interdependent
  6. 6. It can also be used to…Implement major one off changes which includes the selection and installation of major items of capital equipment, the setting up of technology systems and the introduction of organisational change processes
  7. 7. Importance…•Draws upon the expertise of the user and provider departments to guide decision making•Ensures that all relevant points of view and problems are taken into account rather than just imposed by a hierarchy•Turns the operation into a cooperative effort with more chances of success
  8. 8. Committee Form•It may be temporary or permanent – Temporary Committee is very much similar with a Task Force – Permanent Committee facilitates the bringing together of diverse inputs such as the task force and also have the stability and consistency of the matrix. It is established at the top level of the organisation to oversee a critical function
  9. 9. Permanent Committee…•Brings diverse perspectives into top-level decision making•Facilitates dissemination of information amongst committee members•Can often be found in areas such as occupational health and safety, environment management and waste recycling and disposal
  10. 10. When is Committee structures highlyeffective?• When it is desired that a broad range of experience and backgrounds be brought to bear on a decision• When those who will be affected by a decision are allowed to be presented• When it is believed desirable to spread the work load or during periods of management transition when no single individual is ready to lead the organisation
  11. 11. The Collegial Form•A structural form of adhocracy•Fashionable in universities, research labs and other highly professional organisations•Its unique characteristic is full democracy in the making of all important decisions•All decisions are made as a whole
  12. 12. Collegial Form