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Organizational architecture, also known as organizational design, is a field concerned with the creation of roles, processes, and formal reporting relationships in an organization. It refers to architecture metaphorically, as a structure which fleshes out the organizations.
Organizational theory covers both intra-organizational and inter-organizational fields of study. In the early 20th century, theories of organizations initially took a rational perspective but have since become more diverse. In a rational organization system, there are two significant parts: Specificity of Goals and Formalization.
However, organizational theorists such as Charles Handy and Henry Mintzberg both decry the lack of leadership and management training in the post WWII period. Handy in particular records how in his early career as an executive he was forced to rely on his formal academic training in Roman and Greek Classics as grounding for his management training.
The theories of organizations include bureaucracy, rationalization (scientific management), and the division of labor. Each theory provides distinct advantages and disadvantages when applied. The classical perspective emerges from the Industrial Revolution in the private sector and the need for improved public administration in the public sector.
Free-flowing lateral communication and the use of creativity and skills allows workers to become more involved within the organization. [4] Organizational goals are accepted universally in this system because all individuals are actively involved in their creation. All employees have a high level of responsibility and accountability for these ...
Like other patterns, organizational patterns aren't created or invented: they are discovered (or "mined") from empirical observation. The early work on organizational patterns at Bell Laboratories focused on extracting patterns from social network analysis. That research used empirical role-playing techniques to gather information about the ...
Fayolism was a theory of management that analyzed and synthesized the role of management in organizations, developed around 1900 by the French manager and management theorist Henri Fayol (1841–1925).
The contingency approach to leadership was influenced by two earlier research programs endeavoring to pinpoint effective leadership behavior. During the 1950s, researchers at Ohio State University administered extensive questionnaires measuring a range of possible leader behaviors in various organizational contexts.
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