5. Bureaucracy Post-Bureaucracy
Consensus through acquiescence to authority Consensus through institutionalized dialogue
Influence based on formal position Influence through persuasion/personal qualities
Internal trust immaterial High need for internal trust
Emphasis on rules and regulations Emphasis on organisational mission
Information monopolised at top of hierarchy Strategic information shared in organisation
Focus on rules for conduct Focus on principles guiding action
Fixed (and clear) decision making processes Fluid/flexible decision making processes
Network of specialised functional relationships Communal spirit/friendship groupings
Hierarchical appraisal Open and visible peer review processes
Definite and impermeable boundaries Open and permeable boundaries
Objective rules to ensure equity of treatment Broad public standards of performance
Expectation of constancy Expectation of change
Damian Hodgson, Comparison of Bureaucratic and Post-Bureaucratic Organisations, 2004
6. What about project
management?
The Iron Triangle
Earned Value
Configuration Management
Value Engineering
Precedence Scheduling
Resource Allocation
Peter Morris, The Management of Projects, 1994. Jon Whitty, Agile is not the End Game, 2013
7. Waves of Innovation
Water power
Steam
power
Electricity +
internal
combustion
engine
Electronics
aviation
space
Internet
Sustainability
Mobile
Data
Innovation
1785 1845 1900 1950 1990 2010
Industrial
Revolution
Classical
Management
Project
Management
???
Management
2017
adapted from K Hargroves, M Smith, The Natural Advantage of Nations, 2005
8. Fayol Five Management Functions
Coordinate
Plan
Organise
Command
Control
Henri Fayol, General and Industrial Management, 1916