MGMT 101 Chapter Notes - Chapter N/A: Organisation Climate, Problem Solving
Document Summary
Xerox failed to evolve as a company due to complexity of the bureaucracy key decisions were bottled up in an all-powerful, overstaffed corporate office. Everything was too slow the cost was productivity, innovation, customer service, and financial performance. (cid:1) (cid:1) With xerox, the traditional organization and the new strategy did not fit: it was an organization in need of a new architecture. Purpose of this reading is to provide a roadmap for reshaping the dynamics of an organization. Each organization is a highly integrated system whose performance is determined by the degree of alignment among its major components. Model is built directly on the notion of organizational architecture. What kind of structure will best enable the organization to manage its work and meet objectives and 2. How new structures will affect culture, politics, and behavioral patterns: strategy/work performance perspective. Views organizations as mechanisms to perform work and create value. Design creates doable, measurable jobs: individual/social/cultural perspective.
