Realizing organizational potential

Emerald - Tập 44 Số 1 - Trang 22-27 - 1995
KenGregson

Tóm tắt

We all know that some organizations are more productive than others. We do not necessarily know why. The way in which the organization is structured is the basic determinant – it should offer a potential for high productivity which is realized in the way that work systems, processes and procedures are organized and the way in which the workforce is empowered and motivated. In this article I am assuming that an organization has undertaken a commitment to productivity improvement in its widest sense. This commitment (which unfortunately is all too rare), from the senior management team, has to be driven down into the organization through the organization structure and then implemented at all levels of the structure. So what kind of structure is best suited to delivering such productivity improvements? Before we examine the implications of specific structures we need to examine the concepts behind organizational structure and the reasons why changes may be necessary.

Từ khóa


Tài liệu tham khảo

1. Lawrence, Kolodny and Davis, “The human side of the matrix”, in Tushman, M.L. and Moore, W.L. (Eds), Readings in the Management of Innovation, Pitman, London, 1982.

2. Goldstein, S.G. “Organisational dualism and quality circles”, Academy of Management Review, Vol. 10 No. 3, 1985, pp. 504‐17.

3. Heap, J.P., The Management of Innovation & Design, Cassell, London, 1989.

4. Brown, R. and Coulson‐Thomas, C., The Responsive Organisation, British Institute of Management, London, 1989 .

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Emerald

Tập 44 Số 1

22-27

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