From Bureaucracies to Networks (Model 2 (Model 3 (Using project teams and…
From Bureaucracies to Networks
A company derived completely of networks
Works with a small group to appropriately subcontract company needs
On the complete opposite end of the spectrum as model one, obviously
Forming specialized product teams to accomplish major goals
Operates extremely dynamically and gives these teams free reign to accomplish goals
Total matrix formation
"it has decided to give more or less equal priority to functional departments such as finance, administration, marketing, sales, production and R&D, and to various business or product areas."
Focusing on two goals within every department, the functionality of the department and the end goal of the department.
Hybridity is beginning to take shape
Using project teams and task forces to handle more issues because the "management team" can not handle the larger responsibility associated with conducting business and solving problems
Starting to become more of an "organic" structure
At this point the structure is starting to shift away from the bureaucratic model and more toward a "matrix"
"This organization is finding that the environment is generating novel problems, issues, and concerns on an ongoing basis."
Chief executive forming a "management team" with other executives to think of solutions that cannot be handled through the systematic chain in place
Weber's classical theory
"It represents the traditional organizational pyramid under the strict control of the chief executive. The organization has tried to codify all important operational principles, and is run in accordance with those principles."