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influence of the environment. The expression of an organism’s genes is usually determined by pairs of alleles. Alleles are different forms of a gene. In our model, each employee’s formal, hierarchical participation and informal, community participation within the organization, as influenced by his or her environment, contributes to the overall observable characteristics (phenotype) of the organization. In other words, just as all the pair of alleles within the genetic material of an organism determines the physical characteristics of the organism, the combined expressions of all the employees’ formal hierarchical and informal community participation within an organization give rise to the organizational structure. Due to the vast potentially different combination of the employees’ formal hierarchical and informal community participation, each organization is therefore a unique phenotype along a spectrum between a pure hierarchy and a pure community (flat) organizational structure."
1725:. A network can be described as “long term purposeful arrangements among distinct but related for-profit organizations that allow those firms in them to gain or sustain competitive advantage” where “communication between people of different ranks tends to resemble later consultation rather than vertical command”. Network organizations lack the hierarchical aspects of other structures and are characterized by clusters of interconnected teams and individuals that come together to form unique teams and complete certain projects or achieve common goals. Participating agents are constrained by their specialization and role within the organization, but their influence varies with the development and dissolution of the projects and teams. For example, although an organization may have separate sales and marketing teams which each operate independently, certain projects will require individuals from those teams to work together and form partnerships for the length of their duration.
1469:, which can present problems because of the differentiation between functional managers and project managers. This, in turn, can be confusing for employees to understand who is next in the chain of command. An additional disadvantage of the matrix structure is higher manager to worker ratio that results in conflicting loyalties of employees. However, the matrix structure also has significant advantages that make it valuable for companies to use. The matrix structure may improve upon the "silo" critique of functional management in that it aims to diminish the vertical structure of functional and create a more horizontal structure which allows the spread of information across task boundaries to happen much quicker. It aims to allow specialization to increase depth of knowledge and allows individuals to be chosen according to project needs.
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work between different divisions, and there is more flexibility to respond when there is a change in the market. Also, a company will have a simpler process if they need to change the size of the business by either adding or removing divisions. When divisional structure is utilized more specialization can occur within the groups. When divisional structure is organized by product, the customer has their own advantages especially when only a few services or products are offered which differ greatly. When using divisional structures that are organized by either markets or geographic areas they generally have similar functions and are located in different regions or markets. This allows business decisions and activities coordinated locally.
1779:. Hedberg, Dahlgren, Hansson, and Olve (1999) consider the virtual organization as not physically existing as such, but enabled by software to exist. The virtual organization exists within a network of alliances, using the Internet. This means while the core of the organization can be small but still the company can operate globally be a market leader in its niche. According to Anderson, because of the unlimited shelf space of the Web, the cost of reaching niche goods is falling dramatically. Although none sell in huge numbers, there are so many niche products that collectively they make a significant profit, and that is what made highly innovative Amazon.com so successful.
1807:"The Hierarchy-Community Phenotype Model of Organisational Structure views an organisation as having both a hierarchy and a community structure, both equally well established and occurring extensively throughout the organisation. On the practical level, it utilises the organizational chart to study the hierarchical structure which brings across individuals’ roles and formal authority within their designated space at the workplace, and social network analysis to map out the community structure within the organisation, identifying individuals’ informal influences which usually do not respect workplace boundaries and at many times extend beyond the workplace."
1849:(C2). Mintzberg's Machine Bureaucracy represents a highly centralized approach to C2, with a narrow allocation of decision rights, restricted patterns of interaction among organization members, and a restricted flow of information. Mintzberg's Adhocracy, on the other hand, represents a more networked and less centralized approach to C2, with more individual initiative and self-synchronization. It involves a broader allocation of decision rights, broader interaction patterns, and broader information distribution. Mintzberg's other organization types (for example, the Professional Bureaucracy and the Simple Structure) fall in between these two.
1176:, amongst others. None of these however has left behind the core tenets of Bureaucracy. Hierarchies still exist, authority is still Weber's rational, legal type, and the organization is still rule bound. Heckscher, arguing along these lines, describes them as cleaned up bureaucracies, rather than a fundamental shift away from bureaucracy. Gideon Kunda, in his classic study of culture management at 'Tech' argued that 'the essence of bureaucratic control - the formalization, codification and enforcement of rules and regulations - does not change in principle.....it shifts focus from organizational structure to the organization's culture'.
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modelled using task, social, and propositional networks and presented using an integrated methodologies approach. The social and technical principle of function and approximation, which states that similar individuals and the same technology may achieve the same objective via entirely distinct paths and entirely different starting points, is one important aspect of EAST. In addition, desirable emergent features, such as systems level "shared awareness", pace, agility, and self-synchronization might appear due to the indisputable reality that humans may adjust to the techno-organisational aspects of a particular system.
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standards for the company which operational process is watched with close supervision. Some advantages for bureaucratic structures for top-level managers are they have a tremendous control over organizational structure decisions. This works best for managers who have a command and control style of managing. Strategic decision-making is also faster because there are fewer people it has to go through to approve. A disadvantage in bureaucratic structures is that it can discourage creativity and innovation in the organization. This can make it hard for a company to adapt to changing conditions in the marketplace.
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Organizational structure was considered a matter of choice... When in the 1930s, the rebellion began that came to be known as human relations theory, there was still not a denial of the idea of structure as an artifact, but rather an advocacy of the creation of a different sort of structure, one in which the needs, knowledge, and opinions of employees might be given greater recognition." However, a different view arose in the 1960s, suggesting that the organizational structure is "an externally caused phenomenon, an outcome rather than an artifact."
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1689:. In small businesses, the team structure can define the entire organization. Teams can be both horizontal and vertical. While an organization is constituted as a set of people who synergize individual competencies to achieve newer dimensions, the quality of organizational structure revolves around the competencies of teams in totality. The team could classified into functional team structure, lightweight team structure, heavyweight team structure and autonomous team structure. For example, every one of the
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organization slow and inflexible. Therefore, lateral communication between functions becomes very important, so that information is disseminated not only vertically, but also horizontally within the organization. Communication in organizations with functional organizational structures can be rigid because of the standardized ways of operation and the high degree of formalization.
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unnecessary increases in complexity. Due to the network structure relying on many different individuals or teams working together independently, effective supervision is needed to avoid shirking or free riding. Similarly, some individuals and teams coordinate poorly, resulting in communication breakdowns and misunderstanding, which only hinders the progression of tasks.
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produces two products, "product A" and "product B". Using the matrix structure, this company would organize functions within the company as follows: "product A" sales department, "product A" customer service department, "product A" accounting, "product B" sales department, "product B" customer service department, "product B" accounting department.
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Further, the informal organization, which is the structure of social interactions that emerges within organizations, may be subject to restrictions also tends to lag in its integration into the newly established formal organisation, whereas formal organization or the subjective norms system created by managers can be changed relatively quickly.
1227:(2000) studied how simple structures could be used to generate improvisational outcomes in product development. Their study makes links to simple structures and improviser learning. Other scholars such as Jan Rivkin and Sigglekow, and Nelson Repenning revive an older interest in how structure and strategy relate in dynamic environments.
2028:). Operating core in such organisation is large, middle line insignificant, as the professionals perform complex work and have significant autonomy. Technostructure is also insignificant. Support staff, helping the professionals to do their job, is numerous. Professionals participate in administrative work, thus there are many
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The set organizational structure may not coincide with facts, evolving in operational action. Such divergence decreases performance, when growing as a wrong organizational structure may hamper cooperation and thus hinder the completion of orders in due time and within limits of resources and budgets.
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The business is no longer just a place where people come to work. For most of the employees, the firm confers on them that sense of belonging and identity –– the firm has become their “village”, their community. The firm of the 21st century is not just a hierarchy which ensures maximum efficiency and
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However, the potential disadvantages for enterprises adopting the networked organizational structure include unreasonable design, insufficient supervision and poor linkage ability. If the different relations required for the network structure contrast too greatly it may lead to confusion, delays, and
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Even though functional units often perform with a high level of efficiency, their level of cooperation with each other is sometimes compromised. Such groups may have difficulty working well with each other as they may be territorial and unwilling to cooperate. The occurrence of infighting among units
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exist for every department, and everyone understands who is in charge and what their responsibilities are for every situation. Decisions are made through an organized bureaucratic structures, the authority is at the top and information is then flowed from top to bottom. This causes for more rules and
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Moreover, Walker et. al states the event analysis for systematic teamwork (EAST) method as one of the military command and control approach provides a means of describing emergent system-level features that result from the intricate interactions of system constituents (human and technical). They are
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Lim, Griffiths, and
Sambrook (2010) developed the Hierarchy-Community Phenotype Model of Organizational Structure borrowing from the concept of Phenotype from genetics. "A phenotype refers to the observable characteristics of an organism. It results from the expression of an organism’s genes and the
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is best suited as a producer of standardized goods and services at large volume and low cost. Coordination and specialization of tasks are centralized in a functional structure, which makes producing a limited number of products or services efficient and predictable. Moreover, efficiency can further
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has developed an ideal type, the post-bureaucratic organization, in which decisions are based on dialogue and consensus rather than authority and command, the organization is a network rather than a hierarchy, open at the boundaries (in direct contrast to culture management); there is an emphasis on
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structures have a certain degree of standardization. They are better suited for more complex or larger scale organizations, usually adopting a tall structure. The tension between bureaucratic structures and non-bureaucratic is echoed in Burns and
Stalker's distinction between mechanistic and organic
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Weber (1948, p. 214) gives the analogy that “the fully developed bureaucratic mechanism compares with other organizations exactly as does the machine compare with the non-mechanical modes of production. Precision, speed, unambiguity, … strict subordination, reduction of friction and of material
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used to represent the typical bureaucracy: top-heavy and hierarchical. It featured multiple levels of command and duplicate service companies existing in different regions. All this made Shell apprehensive to market changes, leading to its incapacity to grow and develop further. The failure of this
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Employees who are responsible for certain market services or types of products are placed in divisional structure in order to increase their flexibility. Examples of divisions include regional (a U.S. Division and an EU division), consumer type (a division for companies and one for households), and
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The divisional structure or product structure consists of self-contained divisions. A division is a collection of functions which produce a product. It also utilizes a plan to compete and operate as a separate business or profit center. According to
Zainbooks.com, divisional structure in the United
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The term of post bureaucratic is used in two senses in the organizational literature: one generic and one much more specific. In the generic sense the term post bureaucratic is often used to describe a range of ideas developed since the 1980s that specifically contrast themselves with Weber's ideal
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Entrepreneurial organisation or Simple structure has simple, informal structure. Its leader coordinates the work using direct supervision. There is no technostructure, little support staff. Such structure is usually found in organizations with environment that is simple (so that one man could have
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However, studies shows that this structure may have challenges for an organization. The scattered nature of team-based organizations makes it difficult for them to communicate and share information across borders, where knowledge exchange between and among teams and stakeholders becomes crucial as
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This organizing of specialization leads to operational efficiency, where employees become specialists within their own realm of expertise. On the other hand, the most typical problem with a functional organizational structure is that communication within the company can be rather rigid, making the
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A functional organizational structure is a structure that consists of activities such as coordination, supervision and task allocation. The organizational structure determines how the organization performs or operates. The term "organizational structure" refers to how the people in an organization
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groups employees by both function and product simultaneously. A matrix organization frequently uses teams of employees to accomplish work, in order to take advantage of the strengths, as well as make up for the weaknesses, of functional and decentralized forms. An example would be a company that
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The advantage of divisional structure is that it uses delegated authority so the performance can be directly measured with each group. This results in managers performing better and high employee morale. Another advantage of using divisional structure is that it is more efficient in coordinating
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An organization can be structured in many different ways, depending on its objectives. The structure of an organization will determine the modes in which it operates and performs. Organizational structure allows the expressed allocation of responsibilities for different functions and processes to
1025:
Organizational structure affects organizational action and provides the foundation on which standard operating procedures and routines rest. It determines which individuals get to participate in which decision-making processes, and thus to what extent their views shape the organization's actions.
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The potential management opportunities offered by recent advances in complex networks theory have been demonstrated including applications to product design and development, and innovation problem in markets and industries. For these benefits to be realised, the network structure relies on trust
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Bureaucratic structures have many levels of management ranging from senior executives to regional managers, all the way to department store managers. Since there are many levels, decision-making authority has to pass through more layers than flatter organizations. A bureaucratic organization has
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of tasks. This structure is most common in smaller organizations and is best used to solve simple tasks, such as sales. The structure is totally centralized. The strategic leader makes all key decisions and most communication is done by one on one conversations. It is particularly useful for new
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Innovative
Configuration or Adhocracy gathers the specialists of different fields into teams for specific tasks. Such organizations are common when environment is complex and dynamic. Mintzberg considers two types of such organization: operating adhocracy and administrative adhocracy. Operating
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The disadvantages of the divisional structure is that it can support unhealthy rivalries among divisions. This type of structure may increase costs by requiring more qualified managers for each division. Also, there is usually an over-emphasis on divisional more than organizational goals which
2004:
Machine organisation or
Machine bureaucracy has formal rules regulating the work, developed technostructure and middle line, is centralised, hierarchical. Such structure is common when the work is simple and repetitive. Organizations also tend to achieve such structure when they are strongly
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In the 21st century, organizational theorists such as Lim, Griffiths, and
Sambrook (2010) are once again proposing that organizational structure development is very much dependent on the expression of the strategies and behavior of the management and the workers as constrained by the power
1832:
As pointed out by
Lawrence B. Mohr, the early theorists of organizational structure, Taylor, Fayol, and Weber "saw the importance of structure for effectiveness and efficiency and assumed without the slightest question that whatever structure was needed, people could fashion accordingly.
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is outsourcing its clothing to a network of 700 suppliers, more than two-thirds of which are based in low-cost Asian countries. Not owning any factories, H&M can be more flexible than many other retailers in lowering its costs, which aligns with its low-cost strategy.
1770:
Virtual organization is defined as being closely coupled upstream with its suppliers and downstream with its customers such that where one begins and the other ends means little to those who manage the business processes within the entire organization. A special form of
1732:, a network organization can contract out any business function that can be done better or more cheaply. In essence, these types of network structures' managers spend most of their time coordinating and controlling external relations, usually by electronic means.
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be realized as functional organizations integrate their activities vertically so that products are sold and distributed quickly and at low cost. For instance, a small business could make components used in production of its products instead of buying them.
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may cause delays, reduced commitment due to competing interests, and wasted time, making projects fall behind schedule. This ultimately can bring down production levels overall, and the company-wide employee commitment toward meeting organizational goals.
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In general, over the last decade, it has become increasingly clear that through the forces of globalization, competition and more demanding customers, the structure of many companies has become flatter, less hierarchical, more fluid and even virtual.
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team-based organizing becomes the norm. However, this can be tackled by concentrate on their internal tasks as well as their relationships and connections with their multiple stakeholders, both inside and external to the firm.
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is one of the numerous large organizations that successfully developed the matrix structure supporting their focused strategy. Its design combines functional and product based divisions, with employees reporting to two heads.
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Missionary organisation coordinates the work through organisational ideology. Formal rules in such organization are not numerous. Such organizations are decentralized, the differences between levels are not significant.
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and opportunism risks. By eliminating the uncertainty that one agent will use any potential gain in bargaining power for their singular gain, a network structure can avoid the associated inefficiencies that would arise.
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is common in small companies (entrepreneurial start-ups, university spin offs). As companies grow they tend to become more complex and hierarchical, which lead to an expanded structure, with more levels and departments.
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In the 21st century, even though most, if not all, organizations are not of a pure hierarchical structure, many managers are still blind to the existence of the flat community structure within their organizations.
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Lim, M., G. Griffiths, and S. Sambrook. (2010). Organizational structure for the twenty-first century. Presented the annual meeting of The
Institute for Operations Research and The Management Sciences, Austin.
1611:. (However, GitHub subsequently introduced middle managers). All of the aforementioned organizations operate in the field of technology, which may be significant, as software developers are highly skilled
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composed of an average of 10 self-managed teams, while team leaders in each store and each region are also a team. Larger bureaucratic organizations can benefit from the flexibility of teams as well.
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With the growth of the internet, and the associated access that gives all levels of an organization to information and communication via digital means, power structures have begun to align more as a
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This extends out to businesses on a larger scale, where instead of teams within an organization, the network consists of organizations within a market. While business giants risk becoming
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Another smaller group of theorists have developed the theory of the Post-Bureaucratic
Organization, which attempts to describe an organization that is fundamentally not bureaucratic.
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Amaral, L.A.N. and B. Uzzi. (2007) Complex
Systems—A New Paradigm for the Integrative Study of Management, Physical, and Technological Systems. Management Science, 53, 7: 1033–1035.
1443:. It brings the best aspects of functional and projectized organizations. However, this is the most difficult system to maintain as the sharing of power is a delicate proposition.
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Kogut, B., P. Urso, and G. Walker. (2007) Emergent Properties of a New Financial Market: American Venture Capital Syndication, 1960–2005. Management Science, 53, 7: 1181-1198.
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Jacobides., M. G. (2007). The inherent limits of organizational structure and the unfulfilled role of hierarchy: Lessons from a near-war. Organization Science, 18, 3, 455-477.
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product type (a division for trucks, another for SUVs, and another for cars). The divisions may also have their own departments such as marketing, sales, and engineering.
2024:
Professional configuration or Professional bureaucracy mostly coordinates the work of members of operating core, professionals, through their training (for example, in
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Fred C. Lunenburg „Organizational Structure: Mintzberg’s Framework“ // „International Journal of Scholarly Academic Intellectual Diversity“, 2012, Volume 14, Number 1
1660:, the most prevalent structure in the past. It is still, however, relevant in former Soviet Republics, China, and most governmental organizations all over the world.
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Weber, M. (1948). From Max Weber: Essays in Sociology, translated, edited and with an introduction by H. H. Gerth and C. W. Mills. London: Routledge and Kegan Paul.
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Braha, D. and Y. Bar-Yam. (2007) The Statistical Mechanics of Complex Product Development: Empirical and Analytical Results. Management Science, 53, 7: 1127–1145.
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rigid and tight procedures, policies and constraints. This kind of structure is reluctant to adapt or change what they have been doing since the company started.
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Stacey, M. (1974). The myth of community studies. C. Bell, H. Newby, (Editors), The Sociology of Community: A Selection of Readings. London, Frank Cass, 13-26.
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are grouped and to whom they report. One traditional way of organizing people is by function. Some common functions within an organization include production,
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Hedberg, B., G. Dahlgren, J. Hansson, and N.-G. Olve (1999). Virtual Organizations and Beyond: Discover Imaginary Systems. Chichester: John Wiley & Sons.
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Organizational structure can also be considered as the viewing glass or perspective through which individuals see their organization and its environment.
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Diversified Configuration or Divisionalized form consists of several parts having high autonomy. Such structure is common for old, large organizations.
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Heckscher C. (Editor), Donnellon A. (Editor), 1994, The Post-Bureaucratic Organization: New Perspectives on Organizational Change, Sage Publications
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Vassiliou, Marius, David S. Alberts, and Jonathan R. Agre (2015). "C2 Re-Envisioned: the Future of the Enterprise." CRC Press; New York; pp. 93-96.
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Repenning, N. (2002). A Simulation-Based Approach to Understanding the Dynamics of Innovation Implementation. Organization Science, 13, 2: 109-127.
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1502:, enabling the flow of power and authority to be based not on hierarchical levels, but on information, trust, credibility, and a focus on results.
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controlled from outside. Also, such structure is common for organizations that perform work that is related to some sort of control (for example,
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of products. Administrative adhocracy has teams solving problems for the organization itself. As an example of such organization Mintzberg gives
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Organizational structures developed from the ancient times of hunters and collectors in tribal organizations through highly royal and clerical
1913:
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rather than a hierarchical bureaucracy. Some other types of professional organizations are also commonly structured as partnerships, such as
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Victoria Lemieux "Applying Mintzberg's Theories on Organizational Configuration to Archival Appraisal" // "Archivaria", 1998, 46, p. 32-85
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significant influence), but changing (so that flexibility of one man would give a significant advantage over the bureaucratic structures).
1495:. This structure can be seen as a complex form of the matrix, as it maintains coordination among products, functions and geographic areas.
2911:"Networked Organizational Structure of Enterprise Information Security Management Based on Digital Transformation and Genetic Algorithm"
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Organizational structures should be adaptive to process requirements, aiming to optimize the ratio of effort and input to output.
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Thareja P(2008), "Total Quality Organization Thru’ People,(Part 16), Each one is Capable", FOUNDRY, Vol. XX, No. 4, July/Aug 2008
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Walker, Guy H.; Stanton, Neville A.; Stewart, Rebecca; Jenkins, Daniel; Wells, Linda; Salmon, Paul; Baber, Chris (2009-07-01).
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https://communities-innovation.com/wp-content/uploads/2019/06/Organizational-Structure-for-the-Twenty-first-Century-220619i.pdf
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profit; it is also the community where people belong to and grow together, where their affective and innovative needs are met.
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Organizations need to be efficient, flexible, innovative and caring in order to achieve a sustainable competitive advantage.
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Noldeke, Georg; Schmidt, Klaus M. (Summer 1995). "Option Contracts and Renegotiation: A Solution to the Hold-up Problem".
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is primarily responsible for the project. Functional managers provide technical expertise and assign resources as needed.
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Raymond E. Miles, Charles C. Snow, Causes of Failure in Network Organizations, California Management Review, Summer 1992
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There are advantages and disadvantages of the matrix structure. Some of the disadvantages include tendencies towards
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1223:, and have focused on how simple structures can be used to engender organizational adaptations. For instance, Miner
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Nicolaj Sigglekow and Jan W. Rivkin, October 2003, Speed, Search and the Failure of Simple Contingency, No. 04-019
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A project manager is assigned to oversee the project. Power is shared equally between the project manager and the
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Standardization of work processes (based on the documents that regulate work and are produced by technostructure)
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There are correspondences between Mintzberg's organizational archetypes and various approaches to military
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meta-decision-making rules rather than decision-making rules. This sort of horizontal decision-making by
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and personal costs- these are raised to the optimum point in the strictly bureaucratic administration.”
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stores, the largest natural-foods grocer in the US developing a focused strategy, is an autonomous
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results in duplication of resources and efforts like staff services, facilities, and personnel.
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Thareja P. (2007). A Total Quality Organisation thru'People Each One is Capable. Available at:
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adhocracy solves innovative problems for its clients. Examples of such organisation can be
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Direct supervision (when one person, leader of organization, gives direct orders to others)
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with only limited authority is assigned to oversee the cross- functional aspects of the
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Pugh, D. S., ed. (1990).Organization Theory: Selected Readings. Harmondsworth: Penguin.
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Standardization of skills (based on preparing the specialists outside the organization)
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163:
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805:
761:
687:
560:
467:
437:
374:
168:
3148:
3101:
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1465:
and 'sinking' to group and division levels. Matrices increase the complexity of the
3128:
3073:
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2805:
2756:
2729:
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2217:
1041:
1033:
950:
768:
710:
535:
530:
492:
329:
324:
83:
2809:
1981:
Machine organization (technostructure, standardization of work processes dominate)
1433:. The functional managers maintain control over their resources and project areas.
3077:
2830:
2760:
2545:
2516:
2347:
Burns, T. and G. Stalker. (1961) The Management of Innovation. London: Tavistock.
2014:
1925:
1900:
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349:
246:
213:
178:
98:
78:
2793:
2356:
Grey C., Garsten C., 2001, Trust, Control and Post-Bureaucracy, Sage Publishing)
1837:
distribution between them, and influenced by their environment and the outcome.
2748:
2679:"Team-based global organisations: Goodbye to hierarchy-based global organising"
2641:"Team-based global organisations: Goodbye to hierarchy-based global organising"
2304:
2143:
2064:
1608:
1462:
933:
462:
457:
384:
379:
369:
223:
198:
173:
3326:
2927:
2221:
1984:
Professional organization (operating core, standardization of skills dominate)
1665:
structure became the main reason for the company restructuring into a matrix.
3608:
3140:
3085:
2936:
2817:
2702:
2664:
2600:
2436:
2424:
2229:
2148:
1922:(workers of lowest level, directly producing something or providing services)
1694:
1686:
1679:
One of the newest organizational structures developed in the 20th century is
1049:
1029:
908:
344:
191:
2976:
Anderson, C. (2007). The Long Tail. Random House Business Books, pp. 23, 53.
2694:
2656:
2256:
1987:
Diversified organization (middle level, standardization of outputs dominate)
3302:
3270:
3132:
3093:
2954:
2733:
1974:
Mintzberg considers seven main configurations of organizational structure:
1612:
1600:
1331:
States is seen as the second most common structure for organization today.
1193:
1128:
487:
364:
354:
66:
2580:
2537:
Grant, R.M. (2008). History of the Royal Dutch/Shell Group. Available at:
1978:
Entrepreneurial organization (strategic apex, direct supervision dominate)
1722:
2093:
1661:
1657:
1651:
1635:
1631:
1209:
1165:
943:
482:
123:
108:
103:
2895:
2108:
2103:
2033:
2029:
2025:
1996:
Political organization (no part or mechanism of coordination dominates)
1639:
1213:
1197:
36:
2074:
Political configuration happens when the power is mostly used through
1709:
are all among the companies that actively use teams to perform tasks.
2461:(Starbucks.com (2008). Starbucks Coffee International. Available at:
2249:
Organization Structures: Theory and Design, Analysis and Prescription
2056:
1993:
Missionary organization (ideology, standardization of norms dominate)
1931:
1604:
1499:
1472:
1237:
1099:
417:
319:
312:
1548:. Statements consisting only of original research should be removed.
1385:. Statements consisting only of original research should be removed.
1269:
2316:
2292:
http://www.cfps.org.sg/publications/the-college-mirror/article/1098
2041:
2037:
2013:), or organizations with special safety requirements (for example,
1990:
Innovative organization (support staff, mutual adjustment dominate)
1965:
Standardization of norms (based on organisation's values, ideology)
1959:
Standardization of outputs (only the results of work are regulated)
1891:, showing the main parts of organisation, including technostructure
1702:
1627:
1623:
1492:
1053:
253:
208:
2206:"Entity Model Clustering: Structuring A Data Model By Abstraction"
1883:
2794:"The State of Network Organization: A Survey in Three Frameworks"
2018:
1946:
Mintzberg considers six main mechanisms of coordination of work:
1934:(helping other members of organisation to perform their function)
1879:
Configurations of organizational structure according to Mintzberg
1458:
1430:
1219:
Still other theorists are developing a resurgence of interest in
88:
2567:
2487:
2485:
2833:(2002). Total Marketing Control. Butterworth-Heinemann, p. 266.
2420:
2010:
2006:
1791:
Hierarchy-Community Phenotype Model of Organizational Structure
1735:
1616:
1488:
970:
2482:
1698:
1118:
Large international organisation bureaucratic structure: the
891:
53:
1607:, the organization remains very flat as it grows, eschewing
3164:
3162:
3160:
3158:
3059:
2798:
Journal of Organizational Computing and Electronic Commerce
2627:
Fishman C. (1996). Whole Foods Is All Teams. Available at:
2060:
1950:
Mutual adjustment (without formal, standardized mechanisms)
1681:
1674:
2539:
http://www.blackwellpublishing.com/grant/docs/07Shell.pdf
1730:
too clumsy to proact (such as), act and react efficiently
497:
3155:
2629:
https://www.fastcompany.com/26671/whole-foods-all-teams
2842:
Capell, K. H&M Defies Retail Gloom. Available at:
1782:
1622:
Senior lawyers also enjoy a relatively high degree of
3004:
3002:
3000:
2364:
2362:
1748:through shared values and norms, actively avoiding
1082:Pre-bureaucratic (entrepreneurial) structures lack
2997:
2190:
2188:
1969:
1938:An additional element is organisational ideology.
3247:
3245:
3055:
3053:
3051:
3049:
2359:
1135:The Weberian characteristics of bureaucracy are:
3606:
3233:
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3229:
3227:
3225:
3223:
3221:
3219:
3217:
3215:
3213:
3211:
3209:
3207:
3205:
2582:Strategic management of technological innovation
1595:However, in rare cases, such as the examples of
3203:
3201:
3199:
3197:
3195:
3193:
3191:
3189:
3187:
3185:
3115:Gulati, Ranjay; Puranam, Phanish (April 2009).
2185:
1840:
1685:and the related concept of team development or
3242:
3046:
2881:
1077:
3286:
3114:
2404:
2203:
1941:
995:
3300:
3182:
2755:, New York, NY: Springer, pp. 305–326,
2753:The Information Society: Evolving Landscapes
2286:
2284:
1483:design, common in global companies, such as
2909:Di, Zhenpeng; Liu, Yun; Li, Shimei (2022).
2791:
1903:considers five main parts of organization:
1856:
1298:. Unsourced material may be challenged and
3293:
3279:
2613:: CS1 maint: location missing publisher (
2431:(published 1 May 1978). pp. 131–142.
1109:
1002:
988:
16:Way in which an organization is structured
2944:
2926:
2578:
2302:
2281:
1564:Learn how and when to remove this message
1401:Learn how and when to remove this message
1318:Learn how and when to remove this message
3025:. San Francisco: Jossey-Bass Publishers.
2099:Industrial and organizational psychology
1895:
1882:
1786:
1509:
1139:Clear defined roles and responsibilities
1113:
2908:
2746:
2715:
1259:
1230:
3607:
2242:
2204:Feldman, P.; Miller, D. (1986-01-01).
1104:tripartite classification of authority
3274:
2787:
2785:
2509:
1825:to industrial structures and today's
1630:, which is typically structured as a
2792:van Alstyne, Marshall (1997-06-01).
1576:
1513:
1350:
1296:adding citations to reliable sources
1263:
1158:
2716:Jarillo, J. Carlos (January 1988).
1783:Hierarchy-community phenotype model
1346:
1240:, human resources, and accounting.
1221:complexity theory and organizations
1204:. It is used in order to encourage
13:
3023:Explaining Organizational Behavior
2782:
2411:"Problems of Matrix Organizations"
14:
3626:
2443:from the original on 9 March 2019
976:Business and economics portal
3571:
3570:
3558:Outline of organizational theory
2464:"Starbucks Coffee International"
1756:
1518:
1355:
1268:
969:
3267:, Jossey-Bass Publishers, 1982.
3257:
3108:
3037:
3028:
3015:
2988:
2979:
2970:
2961:
2902:
2875:
2866:
2857:
2848:
2836:
2824:
2740:
2709:
2671:
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2621:
2572:
2560:
2551:
2531:
2503:
2494:
2455:
2398:
2389:
2380:
2371:
2032:. Such structure is common for
1970:Configurations of organizations
1212:people who normally experience
1040:different entities such as the
1018:defines how activities such as
2585:(5th ed.). New York, NY.
2579:Schilling, Melissa A. (2017).
2350:
2341:
2332:
2296:
2236:
2197:
2176:
1656:Often, growth would result in
1645:
1479:Some experts also mention the
1:
2884:The RAND Journal of Economics
2810:10.1080/10919392.1997.9681069
2749:"Computers and Organizations"
2568:http://www.foundry-planet.com
2170:
1742:
631:management information system
282:Chief human resources officer
3078:10.1016/j.apergo.2008.05.003
2761:10.1007/978-1-4757-4328-9_18
2722:Strategic Management Journal
2419:. Vol. 56, no. 3.
1841:Military command and control
1721:Another modern structure is
625:Enterprise resource planning
453:Financial statement analysis
7:
2510:Fried, Jason (April 2011).
2114:Organizational architecture
2081:
1544:the claims made and adding
1437:Balanced/functional matrix:
1381:the claims made and adding
1078:Pre-bureaucratic structures
10:
3631:
2915:Frontiers in Public Health
2512:"Why I Run a Flat Company"
2303:Grandjean, Martin (2017).
2159:Organizational Cybernetics
2055:or firm that develops the
1942:Mechanisms of coordination
1860:
1816:
1765:
1716:
1672:
1649:
1580:
1090:They are usually based on
1066:
3566:
3540:
3309:
2928:10.3389/fpubh.2022.921632
2245:"Organization Structures"
2243:Baligh, Helmy H. (2006).
2139:Organizational psychology
1916:(managers of lower level)
1910:(leaders of organization)
1773:boundaryless organization
1172:, culture management and
1069:Hierarchical organization
287:Chief information officer
119:Limited liability company
3615:Organizational structure
3548:History of organizations
2689:(3): 16–18. 2016-03-14.
2651:(3): 16–18. 2016-03-14.
2134:Organization development
1857:Operational and informal
1170:total quality management
1142:A hierarchical structure
1062:
1016:organizational structure
300:Chief technology officer
234:Mergers and acquisitions
204:Constitutional documents
29:Management of a business
3579:Aspects of corporations
2718:"On strategic networks"
2695:10.1108/SD-12-2015-0188
2657:10.1108/SD-12-2015-0188
2429:Harvard Business School
2416:Harvard Business Review
2257:10.1007/0-387-28317-X_2
2222:10.1093/comjnl/29.4.348
2164:Connectivity Integrator
2124:Organizational learning
2119:Organizational behavior
1668:
1423:Weak/functional matrix:
1249:functional organization
1188:model is often used in
1110:Bureaucratic structures
360:Environmental economics
340:International economics
291:Chief marketing officer
277:Chief financial officer
272:Chief operating officer
268:Chief executive officer
229:International trade law
23:Business administration
3589:Aspects of occupations
3133:10.1287/orsc.1090.0421
2734:10.1002/smj.4250090104
2129:Organizational culture
1892:
1792:
1447:Strong/project matrix:
1202:community organization
1123:
1096:charismatic domination
1092:traditional domination
929:International business
914:Business judgment rule
259:Chief business officer
159:Annual general meeting
139:State-owned enterprise
129:Privately held company
3594:Aspects of workplaces
1896:Parts of organization
1887:Diagram, proposed by
1886:
1863:Informal organization
1812:informal organization
1790:
1510:Organizational circle
1152:Organizational charts
1117:
605:Customer relationship
541:Business intelligence
503:Financial institution
478:International finance
428:Cash conversion cycle
335:Development economics
296:Chief product officer
44:Management accounting
3553:Organization studies
3502:Retaliatory behavior
3347:Citizenship behavior
3121:Organization Science
3021:Mohr, L. B. (1982).
2845:(accessed 20/10/08).
2479:(accessed 20/10/08))
2210:The Computer Journal
2154:Viable system theory
2089:Corporate governance
1485:Procter & Gamble
1292:improve this section
1260:Divisional structure
1231:Functional structure
1190:housing cooperatives
546:Business development
390:Economic development
152:Corporate governance
49:Financial accounting
3169:Robertas JuceviÄŤius
2683:Strategic Direction
2645:Strategic Direction
2548:(accessed 20/10/08)
2405:Davis, Stanley M.;
1867:Formal organization
1847:Command and Control
1441:functional managers
1196:and when running a
1168:. This may include
956:Business statistics
939:International trade
924:Business operations
620:Electronic business
525:Types of management
413:Financial statement
395:Economic statistics
263:Chief brand officer
219:Corporate liability
134:Sole proprietorship
114:Joint-stock company
3575:See also templates
3263:Lawrence B. Mohr,
3066:Applied Ergonomics
2544:2011-01-24 at the
2104:Dynamic governance
2076:workplace politics
2063:when it worked on
2053:advertising agency
1893:
1793:
1691:Whole Foods Market
1529:possibly contains
1366:possibly contains
1124:
1034:clustered entities
919:Consumer behaviour
721:Product life-cycle
508:Capital management
473:Managerial finance
164:Board of directors
3602:
3601:
3482:Perceived support
2770:978-1-4757-4328-9
2592:978-1-259-53906-0
2407:Lawrence, Paul R.
2309:Memoria e Ricerca
1626:within a typical
1589:Flat organization
1583:Flat organization
1577:Flat organization
1574:
1573:
1566:
1531:original research
1411:
1410:
1403:
1368:original research
1328:
1327:
1320:
1181:Charles Heckscher
1174:matrix management
1159:Post-bureaucratic
1145:Respect for merit
1120:League of Nations
1073:Flat organization
1032:are a variant of
1012:
1011:
899:Business analysis
468:Corporate finance
438:Capital budgeting
375:Knowledge economy
169:Supervisory board
3622:
3574:
3573:
3467:Network analysis
3457:Machiavellianism
3295:
3288:
3281:
3272:
3271:
3252:
3249:
3240:
3235:
3180:
3166:
3153:
3152:
3112:
3106:
3105:
3057:
3044:
3041:
3035:
3032:
3026:
3019:
3013:
3006:
2995:
2992:
2986:
2983:
2977:
2974:
2968:
2965:
2959:
2958:
2948:
2930:
2906:
2900:
2899:
2879:
2873:
2870:
2864:
2861:
2855:
2852:
2846:
2840:
2834:
2828:
2822:
2821:
2789:
2780:
2779:
2778:
2777:
2744:
2738:
2737:
2713:
2707:
2706:
2675:
2669:
2668:
2637:
2631:
2625:
2619:
2618:
2612:
2604:
2576:
2570:
2564:
2558:
2555:
2549:
2535:
2529:
2528:
2526:
2524:
2507:
2501:
2498:
2492:
2489:
2480:
2478:
2476:
2475:
2466:. Archived from
2459:
2453:
2452:
2450:
2448:
2402:
2396:
2393:
2387:
2384:
2378:
2375:
2369:
2366:
2357:
2354:
2348:
2345:
2339:
2336:
2330:
2320:
2300:
2294:
2288:
2279:
2278:
2240:
2234:
2233:
2201:
2195:
2192:
2183:
2180:
2015:fire departments
1823:power structures
1750:hold-up problems
1569:
1562:
1558:
1555:
1549:
1546:inline citations
1522:
1521:
1514:
1467:chain of command
1415:matrix structure
1406:
1399:
1395:
1392:
1386:
1383:inline citations
1359:
1358:
1351:
1347:Matrix structure
1323:
1316:
1312:
1309:
1303:
1272:
1264:
1098:in the sense of
1004:
997:
990:
974:
973:
951:Business process
493:Financial market
330:Labour economics
325:Public economics
84:Corporation sole
19:
18:
3630:
3629:
3625:
3624:
3623:
3621:
3620:
3619:
3605:
3604:
3603:
3598:
3584:Aspects of jobs
3562:
3536:
3305:
3299:
3260:
3255:
3250:
3243:
3236:
3183:
3167:
3156:
3113:
3109:
3058:
3047:
3042:
3038:
3033:
3029:
3020:
3016:
3007:
2998:
2993:
2989:
2984:
2980:
2975:
2971:
2966:
2962:
2907:
2903:
2880:
2876:
2871:
2867:
2862:
2858:
2853:
2849:
2841:
2837:
2829:
2825:
2804:(2–3): 83–151.
2790:
2783:
2775:
2773:
2771:
2745:
2741:
2714:
2710:
2677:
2676:
2672:
2639:
2638:
2634:
2626:
2622:
2606:
2605:
2593:
2577:
2573:
2565:
2561:
2556:
2552:
2546:Wayback Machine
2536:
2532:
2522:
2520:
2508:
2504:
2499:
2495:
2490:
2483:
2473:
2471:
2462:
2460:
2456:
2446:
2444:
2403:
2399:
2394:
2390:
2385:
2381:
2376:
2372:
2367:
2360:
2355:
2351:
2346:
2342:
2337:
2333:
2327:English summary
2301:
2297:
2289:
2282:
2267:
2241:
2237:
2202:
2198:
2193:
2186:
2181:
2177:
2173:
2168:
2084:
1972:
1944:
1926:Technostructure
1901:Henry Mintzberg
1898:
1889:Henry Mintzberg
1881:
1869:
1859:
1843:
1827:post-industrial
1819:
1785:
1768:
1759:
1745:
1719:
1707:DaimlerChrysler
1677:
1671:
1654:
1648:
1609:middle managers
1585:
1579:
1570:
1559:
1553:
1550:
1535:
1523:
1519:
1512:
1463:power struggles
1451:project manager
1427:project manager
1407:
1396:
1390:
1387:
1372:
1360:
1356:
1349:
1324:
1313:
1307:
1304:
1289:
1273:
1262:
1233:
1161:
1112:
1084:standardization
1080:
1075:
1065:
1020:task allocation
1008:
968:
961:
960:
904:Business ethics
894:
884:
883:
824:
816:
815:
526:
518:
517:
513:Venture capital
443:Commercial bank
433:Insider dealing
408:
400:
399:
350:Planned economy
315:
305:
304:
249:
247:Corporate title
239:
238:
214:Corporate crime
194:
184:
183:
179:Audit committee
154:
144:
143:
99:Holding company
79:Corporate group
74:
67:Business entity
59:
58:
39:
17:
12:
11:
5:
3628:
3618:
3617:
3600:
3599:
3597:
3596:
3591:
3586:
3581:
3576:
3567:
3564:
3563:
3561:
3560:
3555:
3550:
3544:
3542:
3538:
3537:
3535:
3534:
3529:
3524:
3519:
3514:
3509:
3504:
3499:
3494:
3489:
3484:
3479:
3474:
3469:
3464:
3459:
3454:
3449:
3444:
3439:
3434:
3432:Identification
3429:
3424:
3419:
3414:
3409:
3404:
3399:
3394:
3389:
3384:
3379:
3374:
3369:
3364:
3359:
3354:
3349:
3344:
3339:
3334:
3329:
3324:
3319:
3313:
3311:
3307:
3306:
3298:
3297:
3290:
3283:
3275:
3269:
3268:
3259:
3256:
3254:
3253:
3241:
3181:
3154:
3127:(2): 422–440.
3107:
3072:(4): 636–647.
3045:
3036:
3027:
3014:
2996:
2987:
2978:
2969:
2960:
2901:
2874:
2865:
2856:
2847:
2835:
2823:
2781:
2769:
2739:
2708:
2670:
2632:
2620:
2591:
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2323:French version
2317:10.14647/87204
2311:(2): 371–393.
2295:
2280:
2266:978-0387258478
2265:
2235:
2216:(4): 348–360.
2196:
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2156:
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2146:
2144:Parent company
2141:
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2101:
2096:
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2085:
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2065:Apollo program
1998:
1997:
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1920:Operating core
1917:
1911:
1908:Strategic apex
1897:
1894:
1880:
1877:
1858:
1855:
1842:
1839:
1818:
1815:
1784:
1781:
1767:
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1755:
1744:
1741:
1718:
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1673:Main article:
1670:
1667:
1650:Main article:
1647:
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1638:companies and
1581:Main article:
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1354:
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1261:
1258:
1247:As a whole, a
1232:
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1076:
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948:
947:
946:
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934:Business model
931:
926:
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690:
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673:
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643:Human resource
640:
635:
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633:
622:
617:
612:
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602:
597:
592:
587:
585:Communications
582:
581:
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569:
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558:
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543:
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533:
527:
524:
523:
520:
519:
516:
515:
510:
505:
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463:Public finance
460:
458:Financial risk
455:
450:
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440:
435:
430:
425:
420:
415:
409:
406:
405:
402:
401:
398:
397:
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387:
385:Macroeconomics
382:
380:Microeconomics
377:
372:
370:Market economy
367:
362:
357:
352:
347:
342:
337:
332:
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244:
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237:
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231:
226:
224:Insolvency law
221:
216:
211:
206:
201:
199:Commercial law
195:
190:
189:
186:
185:
182:
181:
176:
174:Advisory board
171:
166:
161:
155:
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136:
131:
126:
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116:
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31:
30:
26:
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9:
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3:
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3627:
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3433:
3430:
3428:
3425:
3423:
3420:
3418:
3415:
3413:
3410:
3408:
3407:Effectiveness
3405:
3403:
3400:
3398:
3395:
3393:
3390:
3388:
3385:
3383:
3380:
3378:
3375:
3373:
3370:
3368:
3365:
3363:
3362:Communication
3360:
3358:
3355:
3353:
3350:
3348:
3345:
3343:
3340:
3338:
3335:
3333:
3330:
3328:
3325:
3323:
3320:
3318:
3315:
3314:
3312:
3308:
3304:
3303:organizations
3296:
3291:
3289:
3284:
3282:
3277:
3276:
3273:
3266:
3262:
3261:
3248:
3246:
3239:
3234:
3232:
3230:
3228:
3226:
3224:
3222:
3220:
3218:
3216:
3214:
3212:
3210:
3208:
3206:
3204:
3202:
3200:
3198:
3196:
3194:
3192:
3190:
3188:
3186:
3178:
3177:9986-418-07-0
3174:
3170:
3165:
3163:
3161:
3159:
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3142:
3138:
3134:
3130:
3126:
3122:
3118:
3111:
3103:
3099:
3095:
3091:
3087:
3083:
3079:
3075:
3071:
3067:
3063:
3056:
3054:
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3040:
3031:
3024:
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3005:
3003:
3001:
2991:
2982:
2973:
2964:
2956:
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2938:
2934:
2929:
2924:
2920:
2916:
2912:
2905:
2897:
2893:
2889:
2885:
2878:
2869:
2860:
2851:
2844:
2839:
2832:
2831:Gummesson, E.
2827:
2819:
2815:
2811:
2807:
2803:
2799:
2795:
2788:
2786:
2772:
2766:
2762:
2758:
2754:
2750:
2743:
2735:
2731:
2727:
2723:
2719:
2712:
2704:
2700:
2696:
2692:
2688:
2684:
2680:
2674:
2666:
2662:
2658:
2654:
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2646:
2642:
2636:
2630:
2624:
2616:
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2598:
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2588:
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2583:
2575:
2569:
2563:
2554:
2547:
2543:
2540:
2534:
2519:
2518:
2513:
2506:
2497:
2488:
2486:
2470:on 2008-11-13
2469:
2465:
2458:
2442:
2438:
2434:
2430:
2426:
2425:Massachusetts
2422:
2418:
2417:
2412:
2408:
2401:
2392:
2383:
2374:
2365:
2363:
2353:
2344:
2335:
2328:
2324:
2318:
2314:
2310:
2306:
2299:
2293:
2287:
2285:
2276:
2272:
2268:
2262:
2258:
2254:
2250:
2246:
2239:
2231:
2227:
2223:
2219:
2215:
2211:
2207:
2200:
2191:
2189:
2179:
2175:
2165:
2162:
2160:
2157:
2155:
2152:
2150:
2149:Value network
2147:
2145:
2142:
2140:
2137:
2135:
2132:
2130:
2127:
2125:
2122:
2120:
2117:
2115:
2112:
2110:
2107:
2105:
2102:
2100:
2097:
2095:
2092:
2090:
2087:
2086:
2079:
2077:
2072:
2068:
2066:
2062:
2058:
2054:
2048:
2045:
2043:
2039:
2035:
2031:
2027:
2022:
2020:
2016:
2012:
2008:
2002:
1995:
1992:
1989:
1986:
1983:
1980:
1977:
1976:
1975:
1964:
1961:
1958:
1955:
1952:
1949:
1948:
1947:
1939:
1933:
1932:Support staff
1930:
1927:
1924:
1921:
1918:
1915:
1912:
1909:
1906:
1905:
1904:
1902:
1890:
1885:
1876:
1873:
1868:
1864:
1854:
1850:
1848:
1838:
1834:
1830:
1828:
1824:
1814:
1813:
1808:
1805:
1801:
1797:
1789:
1780:
1778:
1774:
1763:
1757:Disadvantages
1754:
1751:
1740:
1737:
1733:
1731:
1726:
1724:
1714:
1710:
1708:
1704:
1700:
1696:
1695:profit centre
1692:
1688:
1687:team building
1684:
1683:
1676:
1666:
1663:
1659:
1653:
1643:
1641:
1637:
1633:
1629:
1625:
1620:
1618:
1614:
1613:professionals
1610:
1606:
1602:
1598:
1593:
1590:
1584:
1568:
1565:
1557:
1547:
1543:
1539:
1533:
1532:
1527:This section
1525:
1516:
1515:
1507:
1503:
1501:
1496:
1494:
1490:
1486:
1482:
1481:multinational
1477:
1474:
1470:
1468:
1464:
1460:
1452:
1448:
1445:
1442:
1438:
1435:
1432:
1428:
1424:
1421:
1420:
1419:
1416:
1405:
1402:
1394:
1384:
1380:
1376:
1370:
1369:
1364:This section
1362:
1353:
1352:
1344:
1340:
1336:
1332:
1322:
1319:
1311:
1301:
1297:
1293:
1287:
1286:
1282:
1277:This section
1275:
1271:
1266:
1265:
1257:
1253:
1250:
1245:
1241:
1239:
1228:
1226:
1222:
1217:
1215:
1211:
1207:
1206:participation
1203:
1199:
1195:
1191:
1187:
1182:
1177:
1175:
1171:
1167:
1156:
1153:
1144:
1141:
1138:
1137:
1136:
1133:
1130:
1121:
1116:
1107:
1105:
1101:
1097:
1093:
1088:
1085:
1074:
1070:
1060:
1057:
1055:
1051:
1047:
1043:
1037:
1035:
1031:
1030:Organizations
1027:
1023:
1021:
1017:
1005:
1000:
998:
993:
991:
986:
985:
983:
982:
977:
972:
967:
966:
965:
964:
957:
954:
952:
949:
945:
942:
941:
940:
937:
935:
932:
930:
927:
925:
922:
920:
917:
915:
912:
910:
909:Business plan
907:
905:
902:
900:
897:
896:
893:
888:
887:
880:
877:
875:
872:
870:
867:
865:
862:
860:
857:
855:
852:
850:
847:
845:
842:
840:
839:Communication
837:
835:
832:
830:
827:
826:
820:
819:
812:
809:
807:
804:
800:
799:administrator
797:
796:
795:
792:
790:
787:
785:
782:
780:
777:
775:
772:
770:
767:
763:
760:
759:
757:
754:
752:
749:
747:
744:
742:
739:
737:
734:
732:
729:
727:
724:
722:
719:
717:
714:
712:
709:
707:
704:
700:
697:
696:
694:
691:
689:
686:
682:
681:administrator
679:
678:
677:
674:
672:
669:
667:
664:
662:
659:
657:
654:
650:
647:
646:
644:
641:
639:
636:
632:
629:
628:
626:
623:
621:
618:
616:
613:
611:
608:
606:
603:
601:
598:
596:
593:
591:
590:Configuration
588:
586:
583:
579:
576:
575:
574:
571:
567:
564:
563:
562:
559:
557:
554:
552:
549:
547:
544:
542:
539:
537:
534:
532:
529:
528:
522:
521:
514:
511:
509:
506:
504:
501:
499:
496:
494:
491:
489:
486:
484:
481:
479:
476:
474:
471:
469:
466:
464:
461:
459:
456:
454:
451:
449:
446:
444:
441:
439:
436:
434:
431:
429:
426:
424:
421:
419:
416:
414:
411:
410:
404:
403:
396:
393:
391:
388:
386:
383:
381:
378:
376:
373:
371:
368:
366:
363:
361:
358:
356:
353:
351:
348:
346:
345:Mixed economy
343:
341:
338:
336:
333:
331:
328:
326:
323:
321:
318:
317:
314:
309:
308:
301:
297:
294:
292:
288:
285:
283:
280:
278:
275:
273:
269:
266:
264:
260:
257:
255:
252:
251:
248:
243:
242:
235:
232:
230:
227:
225:
222:
220:
217:
215:
212:
210:
207:
205:
202:
200:
197:
196:
193:
192:Corporate law
188:
187:
180:
177:
175:
172:
170:
167:
165:
162:
160:
157:
156:
153:
148:
147:
140:
137:
135:
132:
130:
127:
125:
122:
120:
117:
115:
112:
110:
107:
105:
102:
100:
97:
95:
92:
90:
87:
85:
82:
80:
77:
76:
72:
68:
63:
62:
55:
52:
50:
47:
45:
42:
41:
38:
33:
32:
28:
27:
24:
21:
20:
3521:
3517:Storytelling
3437:Intelligence
3317:Architecture
3264:
3258:Bibliography
3124:
3120:
3110:
3069:
3065:
3039:
3030:
3022:
3017:
2990:
2981:
2972:
2963:
2918:
2914:
2904:
2887:
2883:
2877:
2868:
2859:
2850:
2838:
2826:
2801:
2797:
2774:, retrieved
2752:
2742:
2728:(1): 31–41.
2725:
2721:
2711:
2686:
2682:
2673:
2648:
2644:
2635:
2623:
2581:
2574:
2562:
2553:
2533:
2515:
2505:
2496:
2472:. Retrieved
2468:the original
2457:
2445:. Retrieved
2414:
2400:
2391:
2382:
2373:
2352:
2343:
2334:
2308:
2298:
2248:
2238:
2213:
2209:
2199:
2178:
2073:
2069:
2049:
2046:
2034:universities
2023:
2003:
1999:
1973:
1945:
1937:
1899:
1874:
1870:
1851:
1844:
1835:
1831:
1829:structures.
1820:
1809:
1806:
1802:
1798:
1794:
1776:
1769:
1760:
1746:
1734:
1729:
1727:
1720:
1711:
1680:
1678:
1655:
1640:GP surgeries
1621:
1615:, much like
1601:GitHub, Inc.
1594:
1586:
1560:
1554:October 2018
1551:
1528:
1504:
1497:
1478:
1471:
1456:
1446:
1436:
1422:
1412:
1397:
1391:October 2018
1388:
1365:
1341:
1337:
1333:
1329:
1314:
1305:
1290:Please help
1278:
1254:
1246:
1242:
1234:
1224:
1218:
1208:and help to
1194:cooperatives
1178:
1162:
1148:
1134:
1132:structures.
1129:Bureaucratic
1125:
1089:
1081:
1058:
1038:
1028:
1024:
1015:
1013:
878:
829:Architecture
823:Organization
789:Supply chain
615:Earned value
488:Stock market
365:Open economy
355:Econometrics
94:Conglomerate
3487:Performance
3412:Engineering
3392:Diagnostics
3387:Development
3301:Aspects of
2094:Corporation
1914:Middle line
1662:Shell Group
1658:bureaucracy
1652:Bureaucracy
1646:Bureaucracy
1636:accountancy
1632:partnership
1308:August 2023
1216:in groups.
1166:bureaucracy
944:Trade route
859:Engineering
854:Development
706:Performance
649:development
610:Distributed
483:Liquidation
124:Partnership
109:Corporation
104:Cooperative
3497:Resilience
3492:Psychology
3462:Narcissism
3452:Life cycle
3367:Complexity
3357:Commitment
3179:, p. 81-92
2921:: 921632.
2890:(2): 163.
2776:2023-04-23
2521:Retrieved
2474:2008-11-12
2325:(PDF) and
2321:See also:
2171:References
2109:Management
2057:prototypes
2030:committees
2026:university
1928:(analysts)
1861:See also:
1743:Advantages
1538:improve it
1375:improve it
1214:oppression
1198:non-profit
1067:See also:
1054:individual
1046:department
811:Technology
693:Operations
573:Commercial
566:innovation
556:Capability
448:Derivative
37:Accounting
3522:Structure
3472:Ombudsman
3427:Hierarchy
3141:1047-7039
3086:0003-6870
2937:2296-2565
2818:1091-9392
2703:0258-0543
2665:0258-0543
2609:cite book
2601:929155407
2437:0017-8012
2275:239069558
2230:0010-4620
2042:law firms
2038:hospitals
1810:See also
1605:37signals
1542:verifying
1500:wirearchy
1473:Starbucks
1379:verifying
1279:does not
1238:marketing
1186:consensus
1100:Max Weber
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