ReviewofReframingOrganizations.doc

Overview Four Characteristics of Organizations (Page 31) Complex Surprising Deceptive Ambiguous Structural Frame Six Structural Assumptions (Page 47) Organizations exist to achieve established goals and objectives Organizations increase efficiency and enhance performance through specialization and appropriate division of labor Suitable forms of coordination and control ensure that diverse efforts of individuals and units mesh Organizations work best when rationality prevails over personal agendas and irrelevant pressures Structures must be designed to fit and organizations current circumstances Problems arise and performance suffers from structural deficiencies, which can be remedied through analysis and restructuring Two Basic Tensions (Structural Considerations, Page 52) Differentiation: allocate work Integration: coordinate diverse efforts Three Vertical Coordination (Page 54) Authority Rules and policies Planning and Control Systems Five Lateral Coordination (Page 56) Meetings Task forces Coordinating roles Matrix structures Networks Six Important Organizational Considerations (Page 62) Size and Age Core Process Environment Strategy and goals Information technology Nature of the workforce Mintzberg’s Model (Page 78) → Mintzberg’s Five Structural Configurations (Page 79) Simple structure Machine bureaucracy Professional bureaucracy Divisonalized form Adhocracy Helgeson’s Web of Inclusion (Page 86) Views organizations as organic and freewheeling More dangerous as the organization grows Four Reasons Lead to Restructuring (Page 89) Environmental shifts Technology changes Organizational growth Leadership changes Human Resource Frame Four Human Resource Assumptions (Page 122) Organizations exist to serve human needs rather than the converse People in organizations need each other When the fit between individual and system is poor, one or both suffer A good fit benefits both Maslow’s Hierarchy of Needs (Page 124) Biological and Physiological needs: Air, f