organization diagnosis theory

7/25/2019 Organization Diagnosis Theory

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ORGANIZATION DIAGNOSIS:

Understanding the Theory


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What is the core element of performance parametersWhat is the core element of performance parameters


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DIAGNOSING

IS THE PROCESS OF ASSESSING THEFUNCTIONING OF THE: ORGANIZATION, GROUPS, JOBS ORINDIVIDUALS

DISCOVERING:. THE SOURCES OF PROBLEMS. AREAS OF IMPROVEMENTS

REPRESENTS A ROAD MAP FOR DISCOVERING CURRENTFUNCTIONING

TO PROVIDE THE INFORMATION NECESSARY TO DESIGN CHANGEPLANNING AND INTERVENTION


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DIAGNOSIS

DESIGN ANDIMPLEMENTATION

OF INTERVENTION

ALTERNATIVE

INTERVENTION

IMPLEMENTATION EVALUATION

INSTITUTIONALIZATION

THE CHANGE ACTION SEQUENCE


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What is an organization?

a consciously coordinated social entity

with a relatively identifiable boundary

functions on a relatively continuousbasis

to achieve common goals


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ORGANIZAIONA! "##"$I%"N"&&

What is effectiveness? Is it different from

efficiency?

What does it mean effectiveness is a necessary

condition for survival? $an an organization die?

What are 'arameter used to e('lain organization

effectiveness?


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#O)R A**ROA$+"& O ORGANIZAION

"##"$I%"N"&&

APPROACH DEFINITION

An organization is effective to the e(tent

that it ,

WHEN USEFUL

he a''roach is 'referred

when ,

GOAL ATTAINMENT Accom'lishes its stated goals Goals are clear- time bound- and

measurable

SYSTEM It ac.uires needed resources A clear connection e(istsbetween in'uts and out'uts

STRATEGICCONSTITUENCIES

All strategic constituencies are at leastminimally satisfied

$onstituencies have 'owerfulinfluence on the organization- and

the organization must re'ond totheir demands

COMPETINGVALUES

he em'hasis of the organization in the fourma/or areas 0i,e, return on investment- mar1etshare- new2'roduct innovation- /ob security3matches constituent 'references

he organization is unclear aboutits own em'hases- or changes incriteria over time are of interest


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A FOUR MODEL OF EFFECTIVENESS VALUES

FLEXIBILITY

CONTROL

PEOPLE ORGANIZATION

Means:

Flexibility

Ends:

Stability

Ends: acquisition

Of resources

Means: Availability

Of information

Means:

Plannin

Ends: S!illed

"or! force

Ends: Productivity

and efficiency

Means:

#o$esive

"or! force

RATIONAL-

GOAL

MODEL

OPEN SYSTEM

MODEL

INTERNAL-

PROCESS MODEL

HUMAN-

RELATIONS

MODEL


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"IG+ $RI"RIA O# "##"$I%"N"&&

EFFECTIVENESS DEFINITION

#!"4I5I!I6 A5!" O A78)& W"!! O &+I#& IN "4"RNA! $ON7IION& AN77"9AN7&

A$:)I&IION O# R"&O)R$"& A5!" O IN$R"A&" "4"RNA! &)**OR AN7 "4*AN7 &IZ" O# WOR;

#OR$"*!ANNING GOA!& AR" $!"AR AN7 W"!! )N7"R&OO7

*RO7)$I%I6 AN7"##I$I"N$6

%O!)9" O# O)*) I& +IG+< RAIO O# O)*) O IN*) I& +IG+

A%AI!A5I!I6 O#

IN#OR9AION

$+ANN"!& O# $O99)NI$AION #A$I!IA" IN#OR9ING *"O*!"

A5O) +ING& +A A##"$ +"IR WOR;

&A5I!I6 &"N&" O# OR7"R- $ONIN)I6- AN7 &9OO+ #)N$IONING O#O*"RAION&

$O+"&I%" WOR; #OR$" "9*!O6""& R)&- R"&*"$- AN7 WOR; W"!! WI+ "A$+ O+"R

&;I!!"7 WOR; #OR$" "9*!O6""& +A%" +" RAINING- &I!!&- AN7 $A*A$I6 O 7O +"IR

WOR; *RO*"R!6


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$RI"RIA O# ORGANIZAION "##"$I%"N"&&

CRITERIA DEFINITION

FLEXIBILITY A5!" O A78)& W"!! O &+I#& IN "4"RNA! $ON7IION&AN7 7"9AN7&

ACQUISITION OFRESOURCES

A5!" O IN$R"A&" "4"RNA! &)**OR AN7 "4*AN7 &IZ" O#WOR; #OR$"

PLANNING GOA!& AR" $!"AR AN7 W"!! )N7"R&OO7

PRODUCTIVITY ANDEFFICIENCY

%O!)9" O# O)*) I& +IG+- RAIO O# O)*) O IN*) I&+IG+

AVAILABILITY OFINFORMATION

$+ANN"!& O# $O99)NI$AION #A$I!IA" IN#OR9ING*"O*!" A5O) +ING& +A A##"$ +"IR WOR;

STABILITY &"N&" O# OR7"R- $ONIN)I6- AN7 &9OO+ #)N$IONING O#O*"RAION&

COHESIVE WORK FORCE "9*!O6""& R)&- R"&*"$- AN7 WOR; W"!! WI+ "A$+O+"R

SKILLED WORK FORCE "9*!O6""& +A%" +" RAINING- &;I!!&- AN7 $A*A$I6 O 7O+"IR WOR; *RO*"R!6


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Effectiveness Criteria(Gross; in GIBSON, ET. AL., 1973)

Acquiring resources

Efficiency

Production of outputsProviding administrative and technicalfunctions

Invest

Establishing ethical code of conduct

Satisfying the needs of all members of theorganization


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Integrat!e C"n#e$t% n Un&er%tan&ng Organ'at"na( E))e#t!ene%%

Stratege% Mantenan#e A&a$t!ene%% Para*eter%

Organizational 2Affirmation of the mission

2O'erational ad/ustment

2$ommitment of 'eo'le

2$ontinuouse('erimentation andlearning

2#acilitative leadershi'

29ovement into newmar1ets

2Innovative alliance

2"fficiency

2"ffectiveness


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EFFECTIVENESS CRITERIA VS. TIME

Short term Middle term Long term

Maintenance: Adaptation: Survival

- Production - Investment

- Efficiency - Development

- Satisfaction


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T+e Pr"#e%% ") De!e("$ng Organ'at"na( E))e#t!ene%%

TIME

SHORT-RUN INTERMEDIATE-

RUN

LONG-RUN

INVENTINGTHE FUTURE

ADAPTATION PROCESS

Maintenance Adaptiveness

AdaptivenessMaintenance

CHANGING SITUATION

PARAMETER OF THE PROCESS

Effectiveness

Efficienc

ENVIRONMENT

O!"ani#ati$n


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T+e Meta$+"r%=

Sapu Lidi metaphor

Biological metaphor:Organization is a biological being

Organization as a system:

System is a set of interrelated and interdependentparts arranged in manner that produces a unifiedwhole within the constraint of a larger system orenvironment.


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L)e C,#(e Per%$e#t!e

Pattern of predictable stages through which organization proceeds:

1. Entrepreneurial stage Formation stage Infancy

2. Collective stage Clarification of missions Commitment to goals

3. Formalization-and-control stage Stabilization Roles are defined

4. Elaboration-of-structure stage Diversifies its product and service Growth opportunities are searched Decentralization

5. Decline stage


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Forma

tion

Growth

Maturity

Decine

!" Entre#reneuria

$ta%e&

'Am(i%uou$

%oa$

' )i%h

creati*ity

+",oecti*ity

Sta%e&

' In-orma

communicati

on an.

$tructure

' )i%h

commitment

/"Formai0ation1

an.1contro$ta%e&

' Formai0a

tion o- rue$

' Sta(e

$tructure

' Em#ha$i$ o-

2"Ea(oration1o-1

$tructure $ta%e&

' More com#e3

$tructure

' Decentrai0ation

' Di*er$i-ie.

mar4et$

5"Decine $ta%e&

' )i%h

em#oyee

turno*er

' Increa$e.

con-ict

' centrai0ation


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In#ut$ Tran$-ormationProce$$

Out#ut

Sy$tem

ENVIRONMENT


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C+ara#ter%t#% ") an O$en S,%te*=

1. Environment awareness:Interdependency with its environment

2. Feedback mechanism:Continually receive information from the environment3. Cyclical character4. Negative entropy-capability to: repair it self, maintain its

structure, import more energy to live and grow5. Steady state

Constancy of the process6. Movement toward growth and expansion7. Balance of maintenance and adaptive activities8. Equifinality:There are thousand ways to go to Rome


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Manaerial Subsystem

%oal settin

PlanninAssemblin resources

Orani&in

'm(lementin

#ontrollin

#ulture

P$iloso($y

Overall oals

%rou( oals

'ndividual

oals

%oals and )alues

Subsystem

*ec$nical

Subsystem

+no,lede

*ec$niques

Facilities

Equi(ment

Structural

Subsystem

*as!s

"or!flo,

"or!rou(sAut$ority

'nformation flo,

Procedures

-ules

Psyc$osocial

Subsystem.uman resources

Attitudes

Perce(tions

Motivation%rou( dynamics

/eaders$i(

#ommunication

'nter(ersonal

-elations

The Organization as a System


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'nformalOrani&ation

*as!

Formal

Orani&ationalArranements

'ndividual

Environment

-esources.istory

Orani&ational

%rou('ndividual

Strategy

Feedba!

I"#$t% O$t#$t%

Tra"%&'r(at)'" Pr'e%%


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ORGANIZATIONAL LEVEL OFDIAGNOSIS:

DIAGNOSING FACTORS THAT CAN AFFECT

ERFOR!ANCE

INPUT:

GENERAL ENVIRONMENT:DEGREE OF UNCERTAINTY AND RISKS

INDUSTRY STRUCTURE:SUPPLIESBUYERSTHREATS: NEW PRODUCTS, NEWCOMERSRIVALRY


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ORGANIZATIONAL LEVEL OFDIAGNOSIS """"

TRANSFORMATION PROCESSESSTRATEGY:

THE WAY ORGANIZATION USES ITS RESOURCES TO GAIN

AND SUSTAIN A COMPETITIVE ADVANTAGE

FACTORS:

MISSION: LONG-TERM PURPOSE

GOAL : EXPLICIT DIRECTIONS, PRIORITY, TARGET OF

ACHIEVEMENTPOLICIES: PROCEDURES, RULES, METHODS TO CONVERTPLAN INTO ACTION


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DESIGN:THE WAY AN ORGANIZATION CONVERTS

INPUT INTO OUTPUT

FACTORS:

PRODUCTION METHODWORK FLOWEQUIPMENT


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STRUCTURE: THE FLOW OF TASKS THAT ARE:

(1) INTERDEDENDENT; AND

(2) DIFFERENT

FACTORS:

DIVISIONINTEGRATION


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OUTPUTEVALUATION MECHANISM TO PARTS OR OVERALL PERFORMANCE

ORGANIZATIONAL PERFORMANCE (FINANCIAL, NON-FINANCIAL)PRODUCTIVITY (PRODUCT VS. WASTE)STAKEHOLDER SATISFACTION (MARKET SHARE, STOCK PRICE,EMPLOYEES SATISFACTION)

ALIGNMENT: STRATEGIC ORIENTATION VS. INPUT. DESIGN VS. STRATEGYHUMAN RESOURCES: PROCUREMENT, SELECTION,

DEVELOPMENT, APPRAISAL, REWARDCULTURE: BASIC ASSUMPTION, VALUES, & NORMS SHARED BYORGANIZATIONAL MEMBERS


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Organization Leel !iagno"i"

Genera

En*ironment

In.u$tryStructure

Or%ani0ation

E--ecti*ene$$

e"%"

#er-ormance6

Pro.ucti*ity6

Sta4eho.er$ati$-action

Te#hno$ogy

Strategy Str%#t%re

!eas%rementsystemHR Systems

C%$t%re

In#ut" !e"ign Co$#onent" Out#ut"


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%rou# Leel !iagno"i"

Or%ani0ation

De$i%n

Team

E--ecti*ene$$

e"%"

78L6

#er-ormance

Goa$ C$arity

Tas&Str%#t%re

Team F%n#tioning

Gro%'NormGro%'

Com'osition



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Indiidual Leel !iagno"i"

Or%ani0ation

De$i%

Grou#

De$i%n

Per$ona

haracteri$tic$

In.i*i.uaE--ecti*ene$$

e"%"

9o( $ati$-action6

Per-ormance:

A($enteei$m6

Per$onaDe*eo#ment

S&i$$ Variety

Tas&I(entity

A%tonomy

Fee()a#& a)o%tRes%$ts

Tas&Signi*#an#e



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+o) Chara#teristi#s !o(e$+O,S CAN ,E DESCRI,ED IN TER! OF FIVECHARACTERISTICS:

-. S&i$$ /ariety: /ariety o0 s&i$$s to #arry o%t the tas&s

1. Tas& i(entity: #om'$eting the 2ho$e 'ie#e o0 2or&0rom the )eginning to en(

3. Tas& signi*#an#e: 4o) has an im'ortant im'a#t onthe $i/es o0 other 'eo'$e

5. A%tonomy: in(i/i(%a$ is a$$o2e( to ma&e (e#isiona)o%t the 2ay the 2or& 2i$$ )e #arrie( o%t

6. Fee()a#&: in0ormation re#ei/e( a)o%t'er0orman#e e7e#ti/eness 0rom the 2or& itse$0


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&o' Caracteri"tic"

ModelC're *'b D)(e"%)'"%

S!ill )ariety

*as! 'dentity

*as! Sinificance

Autonomy

Feedbac!

P%y+','g)a, State%

Meaninful "or!

-es(onsibility

for Outcome

+no,ledeof -esults

'r! O$t'(e%

.i$ Motivation

.i$ 5uality of "or!

.i$ Satisfaction

/o, Absenteeism

and *urnover


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SUMMARY OF DIAGNOSTIC PROCESS

TENTATIVE PROBLEMAREAS IDENTIFIED

COLLECTDATA

MORE DATANEEDED NOW

DATA FEEDBACK

MORE DATANEEDED NOW?

PROBLEM AREASIDENTIFIED

CLIENT TARGET

MOTIVATED TO WORKON PROBLEM

NO CHANGEAT PRESENT

DIAGNOSIS, WORKON PROBLEM

CAUSES. RESULTIS CHANGE


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PERFORMANCE GAP

DESIREDPERFORMANCE

ACTUALPERFORMANCE

PERFORMANCEGAP


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TAXONOMY OF PERFORMANCE

To produce a new method, process, device, or system

from study or experimentation

To advance in existing method, process,

device, or system to a better state or quality

To locate and eliminate sources of trouble

In an existing method, process, device,

or system

To run or control the functioning of amethod, process, device, or system

To comprehend the language,

sounds, form, or symbols of an

existing method, process, device,

or system

In*ent

Im#ro*e

Trou(e$hoot

O#erate

Un.er$tan.

,han%in%

the

$y$tem

Maintainin%

the

Sy$tem


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DIAGNOSING PERFORMANCE

I$$ue

Ty#e

Le*e;$.i*i$ion o- $maer unit$& $#it into mar4et (a$e.

unit6 contro own .eci$ion

' A.hocracy&

H ?a$e. on mutua a.u$tmentH The $u##ort $ta-- %ain$ the mo$t in-uence in the or%ani0ation

H Mem(er$ are autonomou$ -or .eci$ion ma4in%6 (a$e. on theire3#erti$e


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Str5#t5re an& De%gn

CHARACTERISTICS OFSTRUCTURECOMPONENT

SIMPLESTRUCTURE MACHINEBUREAUCRACY PROFESSIONALBUREAUCRA

CY

DIVISIONALSTRUCTURE ADHOCRACY

&*"$IA!IZAION !OW +IG+ #)N$IONA!&'ecialization based on divisionof labor

+IG+ &O$IA!&'ecialization based onindividual s1ills

+IG+ #)N$IONA! +IG+ &O$IA!

#OR9A!IZAION !OW +IG+ !OW +IG+ WI+IN7I%I&ION

!OW

$"NRA!IZAION +IG+ +IG+ !OW !I9I"77"$"NRA!IZA2ION

!OW

G"N"RA!

&R)$)RA!$!A&&I#I$AION

ORGANI$ 9"$+ANI&I$ 9"$+ANI&I$ 9"$+ANI&I$ ORGANI$

"%IRON9"N &I9*!" AN776NA9I$

&I9*!" AN7 &A5!" $O9*!"4 AN7&A5!"

&I9*!" AN7&A5!"

$O9*!"4AN776NA9I$

&IZ" O#ORGANIZAION

&9A!! !ARG" !ARG" !ARG" !ARG"

he dimensions and the


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he dimensions and the

configurations togetherAdhocracy9utual ad/ustment

&u''ort staff

Great 5ritain= low on *7 anduncertainty avoidance

&im'le structure7irect su'ervision

&trategic a'e(

$hina= high on *7- low on uncertaintyavoidance

*rofessional bureaucracy

&tandardisation of s1ills

O'erating core

Germany= low on *7- high onuncertainty avoidance

#ull bureaucracy

&tandardisation of wor1'rocesses

echnostructure

#rance= high on *7- high on

uncertainty avoidance


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Pr"#e%% Orentat"n%Pr"#e%% Orentat"n%

SIMPLE STRUCTURESIMPLE STRUCTURE


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SIMPLE STRUCTURESIMPLE STRUCTURE

MACHINE BUREAUCRACYMACHINE BUREAUCRACY


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MACHINE BUREAUCRACYMACHINE BUREAUCRACYAn E9a*$(e ")An E9a*$(e ")ORGANIGRAMORGANIGRAM

PROFESSIONAL BUREAUCRACYPROFESSIONAL BUREAUCRACY


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DIVISIONALI6ED FORMDIVISIONALI6ED FORM


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ADHOCRACYADHOCRACY


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ADHOCRACYADHOCRACY

ADHOCRACYADHOCRACY


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CHAPTER ;< DIMENSIONS OF ORGANI6ATION


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C S O S O O G O

STRUCTURE

E $O9*!"4I6= the degree of differentiation that e(ists

within an organization 0horizontal- vertical- s'atial3

E #OR9A!IZAION= the degree to which /obs within the

organization are standardized 0high2low- verbal2written3

E $"NRA!IZAION= the degree to which decision

ma1ing is concentrated at a single 'oint in the

organization or the dis'ersion of authority to ma1edecisions within the organization 0centralized2

decentralized3

$O9*!"4I6


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$O9*!"4I6

E +ORIZONA! 7I##"R"NIAION=the degree of differentiation between units based on the orientation of members- the nature of thetas1s they 'erform- and their education and training, Include in this definition are=

F &*"$IA!IZAION

#)N$IONA! OR 7I%I&ION O# !A5OR 0/obs arebro1en down into sim'le and re'etitive tas1s3

&O$IA! 0hiring 'rofessionals who hold s1ills thatcannot be routinized3

F 7"*AR"9"NA!IZAION 0creating grou's of s'ecialistsbased on= numbers- functions- 'roduct or service- clientserved- geogra'hy- wor1 'rocess3

$O9*!"4I6


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$O9*!"4I6

E %"RI$A! 7I##"R"NIAION= the de'th in the

structure- the number of hierarchical levels

0many layers2tall- few levels2flat3 in theorganization, Include in this definition=

&*AN O# $ONRO! 0defines the number of

subordinates that a manager can

direct effectively3

$O9*!"4I6


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$O9*!"4I6

E &*AIA! 7I##"R"NIAION=

the degree to which the location of an

organization=s offices- 'lants- and 'ersonnelare dis'ersed geogra'hically

#OR9A!IZAION


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#OR9A!IZAION

E Is the degree to which /obs within the

organization are standardized, +igh

formalization means the /ob incumbent hasminimum amount of discretion over what is to be

done

E Is directed to ease coordination by creating=sim'licity- uniformity- consistency

#OR9A!IZAION "$NI:)"&


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#OR9A!IZAION "$NI:)"&

E EMPLOYEE SELECTION= to screen in the right 'eo'le and screen out theundesirable

E ROLE REQUIREMENTS= define the e('ectation on how the role incumbent issu''osed to behave

E RULES= PROCEDURES= AND POLICIES=

R5(e%= e('licit statements that tell em'loyee what sheought or ought not to do

Pr"#e&5re= a series of interrelated se.uential ste's thatem'loyee ought to follow to accom'lish her /ob tas1s

P"(#,= guidelines that set constraints on decisions thatem'loyee ma1es

E TRAINING= to instill em'loyee=s 'referred wor1 behavior and attitudeE RITUALS= develo'ed to stigmatized an em'loyee that she is loyal andcan be trusted

$"NRA!IZAION


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$"NRA!IZAION

E Is the degree to which the formal authority to ma1ediscretionary choices is concentrated in an individual-unit or level 0usually high in the organization hierarchy3-

thus 'ermitting em'loyee 0usually low in theorganization level3 minimum in'ut into her wor1E It is needed to res'ond to the need of= s'eedy actions-

detailed in'ut into decision- motivation to 'artici'ate-efficiency and effectiveness of the decision made,

E *oint to 'onder= how do you e('lain the relationshi'among $"NRA!IZAION- $O9*!"4I6- AN7#OR9A!IZAION?

7""R9INAN& O# ORGANIZAION &R)$)R"


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7""R9INAN& O# ORGANIZAION &R)$)R"

E &RA"G6

E ORGANIZAION &IZ"E "$+NO!OG6

E "N%IRON9"N

E *OW"R2$ONRO!

C+ 4< Organ'at"n Strateg,


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C+> 4< Organ'at"n Strateg,

W+at % "rgan'at"n %trateg,?

Basically it considers means and ends in structuring organization cycles.

E he determination of basic long2term goals and ob/ectivesE he ado'tion of courses of action

E he allocation of resources necessary for carrying organization goals

T@" %trateg, *"&e%=

E *lanning modes=D strategy is a 'lan or e('licit set of guidelines develo'ed in advance

D &tructured and systematic 're2set ways to achieve goalsE "volutionary mode=

D &trategy is not necessarily well2thought2out and systematicD &trategy evolves over time as a 'attern in a stream of significant decisions

Strateg# D*en%"n%


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Strateg# D*en%"n%

F"5r &*en%"n% an& t+er %tr5#t5ra( *$(#at"n%3 &trategic $hoice Argument= the

significant discretionary latitude of managers for ma1ing


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g y g g

choices

E Autonomy of decision ma1ers will affect the choice oforganization structure, he size- environment- technology- andstrategy e('lain only MJ 2 J of the variability in structure,

E Organizational effectiveness is not an o'timum 'oint of

achievement, It is the manager=s discretion in selecting the mostsatisfactory- and yet achievable- effectiveness,

E Organizations have the 'ower- e(ercised by their managers- tocontrol their hostile environment,

E *erce'tions and evaluations of events are im'ortant intervening

lin1 between environments and the actions of organizations

7ecision 7iscretion in the *ower2control 9odel=


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ec s o sc et o t e o e co t o ode

ORGANI, ME,)ANISTI,

DE,ISION DIS,RETION


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$ha'ter @J

ORGANIZAIONA! 7"&IGN O*ION&

De%gnng Organ'at"n


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De%gnng Organ'at"n

E CONSTRUCTING= DEVELOPING=

CONFIGURATING= AND ESTABLISHING AN

ORGANI6ATION STRUCTURE IN ORDER TO

ENHANCE ORGANI6ATION CAPABILITIES INACHIEVING ITS GOALS>

E IT REFERS TO THE CREATION OF MEANS AND

PLANS TO FACILITATE THE ATTAINMENT OF

ORGANI6ATION GOALS


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$ha'ter @@

5)R"A)$RA$6=ORGANIZAIONA!

7"&IGN O*ION

5)R"A)$RAI$ 7"&IGN= I& $+ARA$"RI&I$&


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E DIVISION OF LABOR

POSITIVE QUALITIES OF

BUREAUCRACY


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BUREAUCRACY

E CREATION OF STABILITY OVERTIME

E EMPLOYEES WILL BE GUARANTEED TO BE

TREATED FAIRLY AND OBECTIVELY

E FAVORITISM WILL BE DIMINISHED

E REDUCE UMBIGUITY= INCREASE UNIFORMITY

OR STANDARDI6ATION OF PROCEDURE

E HIERARCHY OF AUTHORITY MAKES LINE OFAUTHORITY CLEAR

NEGATIVE QUALITIES OF

BUREAUCRACY


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BUREAUCRACY

E CONFORMITY= RELIABILTY= AND PREDICTABILITY WILL LEAD TO

INFLEXIBILITY 7MERTON8

E RULES AND REGULATIONS BECOME ENDS RATHER THAN MEANS

7MERTON= SEL6NICK8

E RULES AND REGULATIONS DEFINE MINIMUM LEVELS OF PERFORMANCE>THEY ENCOURAGE APATHY TO PERFORM ABOVE MINIMUM 7GOULDNER8

E BUREAUPATHIC BEHAVIOREMERGED> DECISION MAKERS USE RULES

AND REGULATION TO PROTECT THEMSELVES FROM MAKING ERRORS>

THEY HIDE BEHIND RULES> dont blame me. I as !ust "olloing t#e rules

$THOMSON8.E EMPLOYEE ALIENATION AS A RESULT OF HIGH SPECIALI6ATION

E CONCENTRATION OF POWER IN HIGH0RANK HIERARCHY

ANOTHER SIDE OF BUREAUCRACY


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E IT WORKS An& /IT.S STILL POPULAR

E EFFECTIVE IN MANAGING LARGE SI6E

ORGANI6ATIONE NATURAL SELECTION0IN TERM OF ONLY THE

BEST WILL SURVIVE0FAVORS BUREAUCRACY

E THE PROFESSIONAL BUREAUCRACY HAS

EMERGED>

E IT IS GOOD IN MAINTAINING CONTROL=

ESPECIALLY WITHIN TURBULENT ENVIRONMENT


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$ha'ter @

A7+O$RA$6= AN ORGANI$ORGANIZAIONA! 7"&IGN

ADHOCRACY


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E AN ORGANIC TYPE OF ORGANI6ATION DESIGN>

E IS A RAPIDLY CHANGING= ADAPTIVE= USUALLY

TEMPORARY SYSTEM ORGANI6ED AROUNDPROBLEMS TO BE SOLVED BY GROUPS WITH

DIVERSE PROFESSIONAL SKILLS>

E AN EXCELLENT VEHICLE FOR RESPONDING TO

CHANGE= FACILITATING INNOVATION= AND

COORDINATING DIVERSE SPECIALISTS>

ADHOCRATIC DESIGNS


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E MATRIX

E THEORY 6

E COLLATERAL FORME NETWORK

E TASK FORCE

E COMMITTEE DESIGNE COLLEGIAL FORM

+" 9ARI4 7"&IGN


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E IS A STRUCTURAL DESIGN THAT ASSIGNS SPECIALISTS FROM SPECIFICFUNCTIONAL DEPARTMENTS TO WORK ON ONE OR MOREINTERDICIPLINARY TEAMS= WHICH ARE LED BY PROECT LEADERS,

E IT HAS A DUAL CHAIN OF COMMAND< 7-8 NORMAL VERTICALHIERARCHY WITHIN FUNCTIONAL DEPARTMENT 78 THE PROECTMANAGER

E IT HAS A DUAL FOCUS< FUNCTION AND PRODUCTE THREE CONDITIONS THAT FAVOR MATRIXCOM

E COLLATERAL FORM

E NETWORK

E COMMITTEE DESIGN

E COLLEGIAL FORM

THE NETWORK STRUCTURE


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E A SMALL CENTRAL ORGANI6ATION THAT

RELIES ON OTHER ORGANI6ATIONS TO

PERFORM MANUFACTURING=DISTRIBUTION= MARKETING= OR OTHER

CRUCIAL BUSINESS FUNCTIONS ON A

CONTRACT BASIS

E EXAMPLE< AMA6ON>COM

THE TASK FORCE STRUCTURE


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E A TEMPORARY STRUCTURE FORMED TO

ACCOMPLISH A SPECIFIC= WELL0DEFINED

AND COMPLEX TASK THAT INVOLVES ANUMBER OF ORGANI6ATIONAL SUBUNITS

E EXAMPLE< RIGHTSI6ING TASK FORCE OF

AN OIL COMPANY

THE COMMITTEE FORM STRUCTURE


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E A "9*ORAR6 &R)$)R" #OR9"7 OA$$O9*!I&+ A &*"$I#I$- W"!!27"#IN"7 AN7

$O9*!"4 A&; +A IN%O!%"&R"*R"&"NAI%"& #RO9 &)5)NI& WI+IN +"ORGANIZAION

E 6*"&= 0@3 "9*ORAR6 0A&; #OR$"3

organization diagnosis theory

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