The document discusses the transition from an economy based on physical goods to one based on information, and the challenges this poses for organizational design. It outlines four main design challenges for new organizational forms: (1) managing increased interdependence between organizations, (2) dealing with the "disembodiment" of performance from asset ownership, (3) adapting to greater velocity in all aspects of organizational functioning, and (4) addressing new asymmetries of power derived from knowledge rather than tangible assets. The document also examines conventional bureaucratic perspectives versus emerging perspectives on organizational activities like goal-setting, maintaining boundaries, and defining roles. It suggests future research should take a configurational, co-evolutionary approach to understanding how organizational
Organizational Behaviour Research: A Critical Analysisiosrjce
The paper examines the current trend in OB research. It looks into the different dynamics in public
and private sector, it analyses the transformational change in Indian organizations. It also reflects the future
directions inresearch focus.
Critical Review of Success Factors of Knowledge Management System (KMS) on Co...ijsrd.com
This research paper is based on extensive research work on success factors and framework of knowledge management in competency building of business organization. In this research paper the researcher analyzed the success factors, which are enablers towards decision making process and explore the knowledge management in every phases of the organizational decision making process. The researcher is also tried to optimize the decision making capabilities in competency building on decision making platform towards business optimization. This paper is also emphasized the success factors which directly affected to decision making capabilities in competency building of business organization.
The Role of Collaborative Governance in the Barriers to the Brazilian Digital...dgovs_pucrs
This presentation aims to identify strategies and barriers for the adoption of Digital Governance in the Brazilian Public Administration through the Digital Governance Policy, which is based on access to information, service provision and social participation. Aqualitative exploratory research was conducted through the analysis of the policy and semi-structured interviews with 11 ICT managers from public organizations. The results identified barriers for each Digital Governance strategy, which were classified according to the literature in Structural or Cultural Barriersas well as Individual, Organizational or Strategic. The relationship of the barriers with the lack of proper Collaborative Governance was also verified, showing that Digital Governance initiatives can be either fostered or hindered by Collaborative Governance.
Business must be the major driver of innovation and sustainability in our society if we are to avoid a “perfect storm” of resource scarcity, climate change, and pollution. The “triple bottom line” concept is a response to this need, but its use is limited because it does not address the competitive strategy of the firm. A strategy-based balanced scorecard system aligned with principles of the Triple Bottom Line offers a way to accomplish social and environmental goals while integrating them fully with financial performance and competitive advantage.
Term Paper: Towards a Definition of Organizational SustainabilityAntony Upward
This term paper for York University Master of Environmental Studies course ES/ENVS5150 Perspectives on Green Business (Fall 2010, Prof. Brian Milani) develops a working definition of organizational sustainability and explores the implications for the reporting of organizational performance.
This paper got a positive review from Prof. Milani who said the paper was "interesting and thoughtful".
by David F. Larcker and Brian Tayan, Stanford Closer Look Series, October 7, 2019
A reliable system of corporate governance is considered to be an important requirement for the long-term success of a company. Unfortunately, after decades of research, we still do not have a clear understanding of the factors that make a governance system effective. Our understanding of governance suffers from 1) a tendency to overgeneralize across companies and 2) a tendency to refer to central concepts without first defining them. In this Closer Look, we examine four central concepts that are widely discussed but poorly understood.
We ask:
• Would the caliber of discussion improve, and consensus on solutions be realized, if the debate on corporate governance were less loosey-goosey?
• Why can we still not answer the question of what makes good governance?
• How can our understanding of board quality improve without betraying the confidential information that a board discusses?
• Why is it difficult to answer the question of how much a CEO should be paid?
• Are U.S. executives really short-term oriented in managing their companies?
Dynamic Capabilities in SMEs: The Integration of External CompetenciesCSCJournals
In spite of substantial body of theoretical and conceptual contributions, empirical evidence of nature of dynamic capabilities and their influence on firm performance is still relatively scarce. We present review of empirical studies of well-known processes that highlight constituting elements of dynamic capabilities, and conclude that relatively little research has been conducted to address managerial practices and processes employed to integrate external competencies. We propose concept of ‘relationship capability’, that denotes integrative dynamic capability constituted of managerial practices and processes that are employed in SMEs, first, to sense and interpret firm’s environment, second, to reconfigure internal organizational processes to integrate external competencies in the firm and third, to develop specialized offerings based on platforms.
The article above is a business studies research paper summary on The Organization of Internal Business.
View more at: http://www.bestessayservices.com/blog/business-studies-research-paper-on-the-organization-of-internal-business/
Chapter 10Organisational Structure and Strategic Control.docxketurahhazelhurst
Chapter 10
Organisational Structure
and Strategic Control
Prepared by Rajeev Sharma
Charles Darwin University
Learning objectives
Distinguish between the basic principles that determine the structural characteristics of complex human organisations
Discuss the role and importance of structural building blocks for structural arrangements
Examine the differences between mechanistic and organic structural features
Distinguish between specialisation, coordination and cooperation
Learning objectives
Apply principles of hierarchy in organisational design to specific tasks and business environments
Illustrate and discuss types of organisational structure and their strengths and weaknesses
Apply principles of organisational design
understand the role of information systems for coordination and how these can be applied
Introduction
The design of organisational structure and management control system is the key component of strategy implementation
The formulation of strategy should not be separated from its implementation
It is widely accepted now that ‘organisation structure should follow strategy’
Refer to page 317
The design of organisational structure and management control system is the key component of strategy implementation.
Hence, the view of strategy formulation and strategy implementation as a sequential process is summed up in the adage ‘structure follows strategy’.
Having established that how companies organise themselves is fundamental to their strategy and their performance, the goal of this chapter is to introduce the key concepts and ideas necessary to understand and design companies’ structures and systems, as well as possible changes to them
4
Principles of organisational design
The modern organisational design should incorporate key design principles or building blocks
It is widely acknowledged that modern organisation has evolved from a purely functional to a highly adaptable design
Modern organisations have emerged from two key influences:
Line and staff structure
Multidivisional corporations
Refer to page 317
Before considering organisational design issues, it is important to discuss the key principles including the notion of line and staff
It is important to acknowledge the history of organisational design development. Work of Alfred Candler is worth consideration here
5
line and staff structure
Historically, most organisations were small and operated from a single plant or office.
With advancement in transportation and communication, organisations commenced operating over a wider area
These geographically dispersed units were managed by an administrative headquarter.
This organisational form was known as line and staff structure
Refer to page 318
Discuss the evolution of geographically dispersed organisation and how they led to the creation of line and staff structure. Also highlight the features of this structure including the fact that employees were either line, allocated to operational tasks within ...
Organizational Behaviour Research: A Critical Analysisiosrjce
The paper examines the current trend in OB research. It looks into the different dynamics in public
and private sector, it analyses the transformational change in Indian organizations. It also reflects the future
directions inresearch focus.
Critical Review of Success Factors of Knowledge Management System (KMS) on Co...ijsrd.com
This research paper is based on extensive research work on success factors and framework of knowledge management in competency building of business organization. In this research paper the researcher analyzed the success factors, which are enablers towards decision making process and explore the knowledge management in every phases of the organizational decision making process. The researcher is also tried to optimize the decision making capabilities in competency building on decision making platform towards business optimization. This paper is also emphasized the success factors which directly affected to decision making capabilities in competency building of business organization.
The Role of Collaborative Governance in the Barriers to the Brazilian Digital...dgovs_pucrs
This presentation aims to identify strategies and barriers for the adoption of Digital Governance in the Brazilian Public Administration through the Digital Governance Policy, which is based on access to information, service provision and social participation. Aqualitative exploratory research was conducted through the analysis of the policy and semi-structured interviews with 11 ICT managers from public organizations. The results identified barriers for each Digital Governance strategy, which were classified according to the literature in Structural or Cultural Barriersas well as Individual, Organizational or Strategic. The relationship of the barriers with the lack of proper Collaborative Governance was also verified, showing that Digital Governance initiatives can be either fostered or hindered by Collaborative Governance.
Business must be the major driver of innovation and sustainability in our society if we are to avoid a “perfect storm” of resource scarcity, climate change, and pollution. The “triple bottom line” concept is a response to this need, but its use is limited because it does not address the competitive strategy of the firm. A strategy-based balanced scorecard system aligned with principles of the Triple Bottom Line offers a way to accomplish social and environmental goals while integrating them fully with financial performance and competitive advantage.
Term Paper: Towards a Definition of Organizational SustainabilityAntony Upward
This term paper for York University Master of Environmental Studies course ES/ENVS5150 Perspectives on Green Business (Fall 2010, Prof. Brian Milani) develops a working definition of organizational sustainability and explores the implications for the reporting of organizational performance.
This paper got a positive review from Prof. Milani who said the paper was "interesting and thoughtful".
by David F. Larcker and Brian Tayan, Stanford Closer Look Series, October 7, 2019
A reliable system of corporate governance is considered to be an important requirement for the long-term success of a company. Unfortunately, after decades of research, we still do not have a clear understanding of the factors that make a governance system effective. Our understanding of governance suffers from 1) a tendency to overgeneralize across companies and 2) a tendency to refer to central concepts without first defining them. In this Closer Look, we examine four central concepts that are widely discussed but poorly understood.
We ask:
• Would the caliber of discussion improve, and consensus on solutions be realized, if the debate on corporate governance were less loosey-goosey?
• Why can we still not answer the question of what makes good governance?
• How can our understanding of board quality improve without betraying the confidential information that a board discusses?
• Why is it difficult to answer the question of how much a CEO should be paid?
• Are U.S. executives really short-term oriented in managing their companies?
Dynamic Capabilities in SMEs: The Integration of External CompetenciesCSCJournals
In spite of substantial body of theoretical and conceptual contributions, empirical evidence of nature of dynamic capabilities and their influence on firm performance is still relatively scarce. We present review of empirical studies of well-known processes that highlight constituting elements of dynamic capabilities, and conclude that relatively little research has been conducted to address managerial practices and processes employed to integrate external competencies. We propose concept of ‘relationship capability’, that denotes integrative dynamic capability constituted of managerial practices and processes that are employed in SMEs, first, to sense and interpret firm’s environment, second, to reconfigure internal organizational processes to integrate external competencies in the firm and third, to develop specialized offerings based on platforms.
The article above is a business studies research paper summary on The Organization of Internal Business.
View more at: http://www.bestessayservices.com/blog/business-studies-research-paper-on-the-organization-of-internal-business/
Chapter 10Organisational Structure and Strategic Control.docxketurahhazelhurst
Chapter 10
Organisational Structure
and Strategic Control
Prepared by Rajeev Sharma
Charles Darwin University
Learning objectives
Distinguish between the basic principles that determine the structural characteristics of complex human organisations
Discuss the role and importance of structural building blocks for structural arrangements
Examine the differences between mechanistic and organic structural features
Distinguish between specialisation, coordination and cooperation
Learning objectives
Apply principles of hierarchy in organisational design to specific tasks and business environments
Illustrate and discuss types of organisational structure and their strengths and weaknesses
Apply principles of organisational design
understand the role of information systems for coordination and how these can be applied
Introduction
The design of organisational structure and management control system is the key component of strategy implementation
The formulation of strategy should not be separated from its implementation
It is widely accepted now that ‘organisation structure should follow strategy’
Refer to page 317
The design of organisational structure and management control system is the key component of strategy implementation.
Hence, the view of strategy formulation and strategy implementation as a sequential process is summed up in the adage ‘structure follows strategy’.
Having established that how companies organise themselves is fundamental to their strategy and their performance, the goal of this chapter is to introduce the key concepts and ideas necessary to understand and design companies’ structures and systems, as well as possible changes to them
4
Principles of organisational design
The modern organisational design should incorporate key design principles or building blocks
It is widely acknowledged that modern organisation has evolved from a purely functional to a highly adaptable design
Modern organisations have emerged from two key influences:
Line and staff structure
Multidivisional corporations
Refer to page 317
Before considering organisational design issues, it is important to discuss the key principles including the notion of line and staff
It is important to acknowledge the history of organisational design development. Work of Alfred Candler is worth consideration here
5
line and staff structure
Historically, most organisations were small and operated from a single plant or office.
With advancement in transportation and communication, organisations commenced operating over a wider area
These geographically dispersed units were managed by an administrative headquarter.
This organisational form was known as line and staff structure
Refer to page 318
Discuss the evolution of geographically dispersed organisation and how they led to the creation of line and staff structure. Also highlight the features of this structure including the fact that employees were either line, allocated to operational tasks within ...
In Chapter 8.4 of the text, the author lays out several action items.docxrochellscroop
In Chapter 8.4 of the text, the author lays out several action items and practices that can be used to achieve good communication inside an organization.
For each of the three practices, outline a scenario describing how that particular practice has been, or could be, implemented in your current organization.
Choose three of the scenarios that you have outlined and discuss them in a short paper. Also discuss the impact of technology on the communication system. Does technology improve or confuse the system?
4.1 Practice 1: Hire, Develop, and Retain Effective Communicators
In a 1998 survey of 480 companies and public organizations by the National Associ- ation of Colleges and Employers, communication abilities are ranked number one among personal qualities of college graduates sought by employers. Work experi- ence and motivation are second and third.[21] Clearly, one of the reasons why com- munication skills are so important is that these skills are essential for facilitating or- ganizational change. A less obvious reason why good communicators are essential is that these individuals understand how to design and enhance the communication systems within an organization so that information flows more effectively. For example, Rob Goffee and Gareth Jones argue that effective leaders “communicate with care.” Communicating with care means that the leaders choose their channels of communication strategically, tailor their message to the aims of the change initiative, authentically disclose intimate details when appropriate, and are very sensitive to the pace and timing of their communications.[22] Clearly, any employee with this subtle set of skills is a rare and valuable human resource, and the organization does well to enhance this skill set in as many individuals as pos- sible, since their skill can be leveraged into improved communication systems for the entire organization.
4.2 Practice 2: Invest in Information Technologies and Experiment With New Formats
The number one capital investment for most organizations is in information tech- nologies; the primary new means of communicating within organizations. By some accounts, information technologies account for 35% to 50% of all business capital investment in the United States.[23] There are several obvious reasons for this high level of investment—the clear benefits of productivity gains due to improved in- formation, the transition from an industrial to an information-based economy, and the declining cost of information technologies coupled with increasing capabilities. However, information sharing is the essence of communication, and so effect- ive information technologies are an essential ingredient to making an organization change capable. Information is being shared more extensively with not only senior executives but also with the entire organization. Examining trends in information sharing in trying to understand organizations that were “built to change,” Ed Lawl- er and Chris.
An agile organization (designed for both stability and dynamism) is a network of teams within a people-centered culture that operates in rapid learning and fast decision cycles which are enabled by technology, and that is guided by a powerful common purpose to co-create value for all stakeholders. Such an agile operating model has the ability to quickly and efficiently reconfigure strategy, structure, processes, people, and technology toward value-creating and value-protecting opportunities. An agile organization thus adds velocity and adaptability to stability, creating a critical source of competitive advantage in volatile, uncertain, complex, and ambiguous (VUCA) conditions.
The word structure implies organization. People who work in an org.docxssusera34210
The word structure implies organization. People who work in an organization are grouped so that their efforts can be channeled for maximum efficiency. Organizational structure consists of three key elements:18
· 1. Organizational structure designates formal reporting relationships, including the number of levels in the hierarchy and the span of control of managers and supervisors. Who reports to whom in the structural hierarchy? This is a key component of a firm’s structure. A span of control determines the number of subordinates directly reporting to each supervisor. In some structures, a manager may have a wide span of control, suggesting a large number of subordinates, while other structures mandate narrow spans of control and few individuals reporting directly to any supervisor. For some companies, the reporting relationship may be rigid and bureaucratic; other firms require flexibility and informality across hierarchical levels.
· 2. Organizational structure identifies the grouping together of individuals into departments and departments into the total organization. How are individuals collected into larger groups? Starting with the smallest, units of a structure continually recombine with other units to create larger groups, or organizations of individuals. These groups, referred to as departments, may be grouped along a variety of different logical patterns. For example, among the most common reasons for creating departments are (1) function—grouping people performing similar activities into similar departments, (2) product—grouping people working on similar product lines into departments, (3) geography—grouping people within similar geographical regions or physical locations into departments, and (4) project—grouping people involved in the same project into a department. We will discuss some of these more common departmental arrangements in detail later in this chapter.
· 3. Organizational structure includes the design of systems to ensure effective communication, coordination, and integration of effort across departments. This third feature of organizational structure refers to the supporting mechanisms the firm relies on to reinforce and promote its structure. These supporting mechanisms may be simple or complex. In some firms, a method for ensuring effective communication is simply to mandate, through rules and procedures, the manner in which project team members must communicate with one another and the types of information they must routinely share. Other companies use more sophisticated or complex methods for promoting coordination, such as the creation of special project offices apart from the rest of the company where project team members work for the duration of the project. The key thrust behind this third element in organizational structure implies that simply creating a logical ordering or hierarchy of personnel for an organization is not sufficient unless it is also supported by systems that ensure clear communication a ...
r Academy of Management Journal2015, Vol. 1015, No. 1, 1–9..docxmakdul
r Academy of Management Journal
2015, Vol. 1015, No. 1, 1–9.
http://dx.doi.org/10.5465/amj.2014.4006
FROM THE EDITORS
RETHINKING GOVERNANCE IN MANAGEMENT RESEARCH
In the field of management, the study of gover-
nance has primarily dealt with decision-making by
boards of directors, chief executives, and senior
managers. The corporate governance literature has
generated important insights regarding incentive
alignment, risk taking, and coordination chal-
lenges. Emerging trends, highlighted in this issue,
raise new questions regarding managerial roles,
organizational contexts, internal and social pro-
cesses, and changes in governance over time. We
encourage management scholars to rethink their
approach to governance research by considering
stakeholder engagement, the implications of big
data, social impact, global dimensions, and com-
parative analysis of governance. A broadened con-
ceptualization of governance may also deal with the
dynamics of interorganizational arrangements, in-
cluding the co-creation of organizations of varying
governance forms.
WHAT IS GOVERNANCE?
In this “thematic issue,” we assembled articles
that reflect evolving practices in governance.1
Corporate governance is the system by which
companies are directed and controlled. Boards of
directors are responsible for the governance of
their companies. The shareholders’ role in gover-
nance is to appoint the directors and the auditors
and to satisfy themselves that an appropriate gov-
ernance structure is in place. The responsibilities
of the board include setting the company’s strategic
aims, providing the leadership to put them into
effect, supervising the management of the business,
and reporting to shareholders on their stewardship.
The board’s actions are subject to laws, regulations,
and the shareholders in general meeting (Cadbury,
1992). Corporate governance is therefore about
what the board of a company does and how it sets
the values of the company, but is distinct from the
operational management of the company by full-
time executives.
These views of corporate governance stem pre-
dominantly from a financial perspective. For ex-
ample, Shleifer and Vishny (1997: 737) address
corporate governance as “the ways in which sup-
pliers of finance to corporations assure themselves
of getting a return on their investment. How do the
suppliers of finance get managers to return some
of the profits to them? How do they make sure
that managers do not steal the capital they supply
or invest it in bad projects? How do suppliers
of finance control managers?” These views stem
primarily from an agency theoretical perspective
that investigates the consequences of separation of
ownership and control in the modern corporation
(Jensen & Meckling, 1976). Recent corporate ac-
tivity and views, however, have an expanded view
of governance as involving stewardship and lead-
ership, in addition to the narrower financial pru-
dence role. From a survey of board members from
15 countri ...
Tricks of the Transformation Trade: Disruptive Disintermediation, Agility Age...UMT
A vast majority of U.S multinational firms – 93% in fact, according to a recent survey – are at some stage
of undergoing or preparing for business transformation initiatives. This is being driven by an unprecedented
confluence of changes in customer behavior, disruptive technology and domestic competition, among other
key triggers. It’s constantly “transform or wither” in today’s volatile global business, and
agility is the executive imperative of the day, albeit an elusive one. An organization’s long term success or failure
depends on its capacity to consistently identify opportunities and risks and renew itself faster than rivals do.
Business leaders need to be more efficient and effective at updating and implementing strategies than ever
before. If wielded correctly, an important weapon in their agility war chest is a new style of enterprise program
management office (PMO) that is more comprehensive than in the past.
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Exploring Patterns of Connection with Social Dreaming
Organizations unfettered
1.
2. Economy based
on flows of
information
Considerable
challenges for
organization design
Transition
Many
organizational
aspects from
physical
constraints.
by
unfettering
Created
Economy based
on materials
2
4. The new organizational paradigms that has
identified new organizing principles in broad terms
PostmodernPost-bureaucratic
Post-entrepreneurial
organization
Flexible firm
4
5. The new organizational form that focus
on more specific aspects
Network
organization
Federalism Virtual corporation
Reengineered
corporation
Knowledge-creating
company
Ambidextrous
organization
High performance
High- commitment
work system
Boundaryless
company
Hybrid organization
Transnational
solution
5
6. They still represent the dominant form for major institutions
Religious
organizations
GovernmentThe military
6
7. Bureaucracy's familiar forms
Hierarchical control and
authority relations
Top-down authority
Relatively fixed
boundaries
Many have argued that these
attributes are maladaptive when
massive change, environmental
dynamism, and considerable
uncertainty are the norm.
The challenge for scholars to offer
more than the conventional
theory of bureaucracy.
7
8. InformationIntensity :
8
A conventional theory of organizational design emerged
alongside modernist principles of production and
manufacture.
Modernists assumed that the primary function of
economic organization was production, usually meaning
the efficient creation of physical things.
In the postmodern world, however, production of
physical things is gradually being surpassed by production
of information goods and services in economic importance.
This increasing information intensity is the fundamental
challenge to which new organizational design theories must
respond, because it challenges the very premises upon
which bureaucratic organization's claim to economic
performance rests namely, the harnessing of efficient
combinations of resources in an economy.
9. 9
In an economy based on physical objects, an organization
can then reap returns from deploying its knowledge to offer
new and better products or more efficiently manufacture
existing products. Economic rents (where the term implies
supernormal profitability relative to an industry) can thus be
gained by the firm that creates new knowledge and keeps it
to itself, enjoying a pseudo monopoly.
The problem for bureaucracy is that such a hoarding
strategy for knowledge is impractical in the case of
knowledge-based goods. For one thing, the knowledge must
often be given away as part of an economic transaction. For
another, the very act of codifying knowledge to make it
useful also makes it easier to diffuse. It can very quickly
become a public good .
The result is that in many industries one can observe that
regimes of appropriately are largely ineffective at providing
genuine control over knowledge flows.
10. 10
Thus, scholars, managers, and others face a
widespread challenge to bureaucracy's central benefit,
namely, its utility as a vehicle for strong economic
performance. The managerial and scholarly challenge is
to identify alternatives and develop theories that
account for them.
Organizational forms have been characterized as
essential to three sets of activities:
(1) identifying and disseminating the collective aims of
an organization.
(2) regulating the flow of resources into and out the
organization.
(3) identifying and governing duties and rights, as well
as functions and roles of members of the organization.
11. Conventional and
Emerging Perspectives On
Organizational Form
11
We now turn to a discussion of
alternative forms and comment on
how these differ from conventional
forms.
12. Conventional Perspective Emerging Perspective
Top-down goal setting.
Concentrated power.
Preference for larger units.
Leaders control, monitor,
and set specific and
concrete objectives through
the use of formal authority.
Vision dictated Hierarchy.
Decentralized goal setting.
Distributed power.
Preference for smaller units.
Leaders provide guidance,
manage conflict and provide
general guidance.
Vision emergent.
Teams and work groups.
Organizational Activity
Setting goals: Identifying and disseminating collective aims,
making decisions, exercising power.
12
13. Conventional Perspective Emerging Perspective
Firm as unit of analysis.
Boundaries clearly
specified and durable.
Reliability and
replicability.
Vertical.
Rule-based.
Assets linked to
organizational units.
Production system or network
as primary unit of analysis.
Boundaries permeable and
fuzzy.
Flexibility.
Horizontal.
Relationship-based.
Structure independent of
assets.
Organizational Activity
Maintaining integrity: Regulating the flow of resources into
and out of the organization and establishing boundaries.
13
14. Conventional Perspective Emerging Perspective
Specialized roles.
Clear role definitions.
Uncertainty absorption.
Relative permanence.
Efficiency oriented.
General roles.
Fuzzy role definitions.
Adaptation.
Impermanence.
Innovation oriented.
Organizational Activity
Differentiating rights and duties: Differentiation of functions
and roles, establishment of duties and rights, including
governance.
14
15. • The key paradox in administration was aligning
organizational components while preserving
flexibility.
• The authors suggest four distinct design
challenges, or problems, that the dialectic of new
organizational forms must address. Each reflects
an issue created by the unfettered nature of
operations that is possible when information is the
good that is bought, sold, and utilized.
(1) interdependence,
(2) disembodiment,
(3) velocity,
(4) power.
15
16. Interdependence
Interdependence:
Traditionally, the extent to which an organization
could operate interdependently with other
organizations was constrained by limits imposed by
information-processing capacity and physical distance.
As information and communications technologies
have advanced, interdependent operations are a
much more cost-effective possibility than they were
formerly. This development, combined with changes
in regulatory regimes and capital flows, has made
interdependent operations desirable. Although any
social system exhibits interdependence, the level of
interdependence prevalent today is widely agreed to
be unprecedented.
16
17. Disembodiment:
Traditional organization presumed tight links
between the outputs, ownership, and control of
assets. Performance had to do with how
efficiently assets were deployed, relative to
those of other firms. The major shift that has
taken place in the information economy is to
disembody performance from asset ownership.
In information-intensive businesses, it is not
necessary to physically own an asset to utilize it.
This shifts the traditional definition of the core
activities of a corporation as linked to its
production mission toward other criteria.
17
18. Velocity:
Greater velocity has come to characterize
virtually all aspects of organizational functioning,
from internal communications to product
development to competitive interchange. Aside
from the enabling effects of new communication
technologies, increased velocity can also be
attributed to the liberalization of trade and of
capital movements and to decreases in the cost
of travel and transportation. Informal barriers to
market entry are also lowered by the growing
ease of long-distance communication. 18
19. Power:
One of the most profound shifts in the economy is
the shift from power derived from possession of
tangible assets and inputs to power derived from
possession of knowledge and information.
A longstanding practical concern with
concentration of power at the top of bureaucracies is
now exacerbated by the increasing scope of these
organizations.
Whitman, for instance, observed that "the number of
banking institutions in the United States has declined
by 36 percent since 1984" (1999: 27), at the same
time that financial activity has enjoyed significant
growth.
19
20. Although mega global firms often
compete fiercely among
themselves, there is nonetheless a
growing asymmetry of power
between the managerial agents in
charge of them and most other
groups in society, including
consumers, employees, and
members of the local communities in which the
firms' operations are located. Addressing new
power asymmetries is thus a key challenge for
new organizational forms. 20
21. Summaryto the four main designchallenges :
• Interdependence challenges the presumption that there is
advantage in controlling resources within the boundaries
of a given firm.
• Disembodiment challenges the presumption that an
organization's assets can be "owned" and that efficient
production is more valuable than inefficient innovation.
• Increased velocity shortens the acceptable lag time
between stimulus and response, placing pressure on
vertical information and decision flows.
• Power, and accountability for its use, which in the
traditional bureaucracy was presumed to be placed in the
control of top executives by their principals, becomes a far
more complex matter in organizations that have multiple
stakeholders and are not organized hierarchically.
21
22. CONCLUSION:
WHITHERNEWANDEVOLVINGORGANIZATIONALFORMS?
1) This special research forum arose from a sense that
the time is opportune to reflect on theory aimed at
understanding new and evolving organizational
forms.
2) The authors posited that the underlying
transformation creating the necessity for new ways of
organizing is the shift from a physical economy, which
was served well by the principles of bureaucracy, to
an information-intensive economy, whose structural
implications are not yet clear. 22
23. 3) It suggests that the rigidity that comes with perfect
alignment can be fatal. It also suggests that the
traditional function of organizational form, namely, to
protect organizations from external uncertainties is
no longer its primary task. As buffering becomes less
feasible.
4) Effectively navigating paradox appears to require
conscious, ex-ante attention to structure and process.
In particular, simplifying complex situations appears
to be an essential adaptive skill. This suggests the
need for attention to underlying patterns and the
ability to synthesize them into what called "simple
rules".
23
24. 5) That social processes and interpersonal relationships
are of huge importance. The new forms appear to have
made the long-standing "content versus process"
debate less relevant than it ever was with their
emphasis on fluid reconfiguration as the norm of
organizational evolution and a key determinant of
performance. Carefully designed and maintained
processes and linkages, rather than content.
6) With respect to future methodologies, it seems to us
that a configurational, co-evolutionary approach will be
required. Proponents of configurational analysis assert
that the different aspects of an organization make
sense in relation to the whole and cannot be
adequately understood in isolation This view contrasts
with many of the methods that have been well
regarded by organizational scholars, such as
contingency analysis.
24
25. 7) In the configurational analysis, one instead seeks to
examine developments in organizational or system
configurations in relation to relevant changes in their
environmental configurations, with managerial strategy,
decision making, and learning to provide the action and
behavior that bring the two sets into coevolution.It offers
a particularly promising basis for building upon the
various theories already available.
8) The change in the basic economics of production from
materials - to information-based also changes what
constitutes the organizational core as opposed to the
periphery. Increasingly, the core consists of knowledge
workers and professionals: the designers of soft concepts
and hard technologies, plus key financial and managerial
personnel. Other employees are considered peripheral.
25
26. 9) In the new forms, employment appears to be
differentiating along two dimensions. These are the
knowledge level of the people concerned and their
location within the value-adding system. The
consequences are summarized in this Table:
26
Knowledge Level
Location within the
Value-Adding
System
Operations- or execution-intensive.
Information intermediaries,
processors, customer service and
sales staff. Cleaners, security staff,
caterers, and so forth, on contract.
Employees of other organizations in
the wider network.
Knowledge-intensive—graduate,
professional, and technical.
Top managers; creative experts,
both R&D and "brand" people.
Self-employed experts on contract,
such as consultants.
Core
Periphery
A New Differentiation in Employment
27. 10)The advent of the information economy has
disembodied control over assets, removing it from
the productive use to which those assets might be
put, it has also enabled a shift away from
organizations' links to specific geographical and
cultural roots.
11)Conventional notions of the relationships between
business organizations and the greater society are
strained. Corporations operating through extended
supply chains and diffused networks are being held
to task for all manner of negative social phenomena,
from child labor to lost social cohesion. 27
28. 12)One of the emerging challenges for new
organizational forms is that of governance in the
broadest sense: how to combine the benefits of
scale and global reach with effective accountability
to local interests.
13)The theory of bureaucracy, according to which the
senior executives of a firm make the most important
decisions, control and influence the most significant
resources, and have the power to execute the plans
approved by the firm's board.
14)The responsibility of leading firms and other bodies
with concern for the social consequences of the
organizational developments they initiate is a major
issue of our times.
28
Editor's Notes
المنظمات (الغير مقيدة) المرنة : الهيكل التنظيمي للمنظمة في ظل نظام الاقتصاد المعلوماتي المكثف (الاقتصاد المبني على المعلومات ) .
الانتقال من اقتصاد قائم على المواد إلى الاقتصاد قائم على تدفق المعلومات، قد أدى لتحديات كبيرة لتصميم منظمة خالية من العديد من القيود المادية في الجوانب التنظيمية.
We view the resulting new organizational forms as coping with four core issues: interdependence, disembodiment, velocity, and power.
they continue to represent the dominant form for major institutions such as the military, government, and religious organizations.
وقد جادل الكثيرون أن هذه الصفات هي غير القادرة على التأقلم عند تغيير هائل، والديناميكية البيئية، وقدرا كبيرا من الشك هي القاعدة. والتحدي الذي يواجه العلماء لتقديم المزيد من النظرية التقليدية من البيروقراطية.
تحديد الأهداف: تحديد ونشر أهدافها الجماعية، واتخاذ القرارات، وممارسة السلطة.
الحفاظ على سلامة: تنظيم تدفق الموارد من والى تنظيم وإقامة الحدود.