Organizational Structures And Decision Making Proc Essay

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Organizational Structures and Decision Making Processes: A Multi-Level Model Alexandre Gachet1,2, Patrick Brézillon3 ITM Department – University of Hawaii at Manoa 2404 Maile Way, A202 Honolulu, HI 96822, USA gachet@acm.org 2 LIP6 – University Paris 6 9, rue du Capitaine Scott 75015 Paris, France patrick.brezillon@lip6.fr 3 ABSTRACT. Traditional companies used to be authoritarian and built around hierarchical organizational charts. Facing more dynamic environments in recent history, many companies experimented with newer forms of organization, usually cutting down long decision paths and fostering lean structures able to react to rapid changes in the marketplace. We believe that the future of organizational structures lies in hybrid, dynamic models allowing enterprises to internally move from bureaucratic to adhocratic structures at will, according to changing contexts and focuses of attention. This paper introduces a four-level model representing organizational structures such as social networks, enterprises, communities, and task forces in a decision process. It also discusses how context intervenes in this four-level model and the role of context at each level. RÉSUMÉ. Les entreprises furent longtemps organisées autour d'organigrammes hiérarchiques et autoritaires. Confrontés à des environnements de plus en plus dynamiques, de nombreuses entreprises se mirent à expérimenter de nouvelles formes organisationnelles caractérisées par des chemins de décision raccourcis et des structures allégées capables de réagir aux changements rapides du marché. Le futur des structures organisationnelles dépend de modèles hybrides permettant aux entreprises de passer d'une structure bureaucratique à une structure adhocratique en fonction des changements de contextes et d'objectifs. Cet article présente un modèle à quatre niveaux positionnant des structures

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