3. Task Force
•A temporary structure formed to
accomplish a specific, well-defined
and complex task that involves a
number of organizational sub-units
4. 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
5. What happens after the goal of the task
force is accomplished?
•The members move on to a new task
force, return to their permanent “home”
departments in the organisation or leave
the organisation
6. 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
7. 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
8. 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
9.
10.
11. 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
12. 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
13.
14.
15. When is Committee structures highly
effective?
• 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
16.
17.
18. 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
