Organization
 

There is no definition of organization. Its structure is the way in which work [actions], its [their] division and workers [agents] coordinate between themselves (57). Hierarchical organizational structures reduce uncertainties through explicit control of actions at the expense of difficulties in communications between agents.
Organizations [dis]allow human activities. People belonging to an organization must act following the rules existent therein and conversely, when some people try to act in a way not allowed by [in] the organization they will be 'outplaced'. Organizations [agents] are prone to embody [join] agents [organizations] whose convictions [structure] are [is] according with organization [agents] structure [convictions].
[Justice] A truth [rule] in one organization is not necessarily [justice] a truth [rule] in another organization. Organization structure is modified by changes in beliefs; ignorance and error ensure that unanimity is neither necessary nor sufficient for establishing a truth in an organization.  In organizations ideology comprises traditions, beliefs (60), and all that make an organization different from other(s) (61).

    References

    57   H. MINTZBERG. 1983. Structure in Fives. Designing Effective Organizations. Prentice-Hall, Englewood Cliffs.
    60   W. C. FREDERICK. 1995. Values, Nature and Culture in the American Corporation. Oxford Univ. Press, New York.
    61   H. MINTZBERG & J. B. QUINN(Eds). 1996. The Strategy Process. Concepts, Contexts, Cases. Prentice Hall, Upper Saddle River.


Organizational Structures

    Five Centuries of Mechanistic-Organic Dabate, by David Boje. July 1, 1999

        Abstract

This is a brief summary of two six year projects with my colleagues Gephart and Rosile to deconstruct mechanistic/organic (M/O). The M/O binary is reproduced in over a thousand journal articles and is generally recognized as the foundational study of contingency theory, the view that M/O systems rationally and deterministically adapted to an environment made up of contingencies. It is fascinating how writers creatively use storytelling to rewrite and even fictionalize the original Burns and Stalker accounts. But then B&S appropriated and fictionalized the duality from a five century debate, well known to philosophy. If we can resituate this mos t fundamental of dualities, we can shake the foundations of managerialism.

 

        Educational Administration

        Structure in School

       

            What are Weber’s five characteristics of bureaucracy?
            What are the functions of each structural characteristics?
            What are the dysfunctions of each structural characteristic?
                Division of labor …
                    Boredom
                Impersonal orientation…
                    Lack of morale
                Hierarchy of authority…
                    Communication blocks
                Rules and regulations…
                    Rigidity and goal displacement
                Career orientation…
                    Conflict between achievement and seniority
            Key Question: How does one structure a school organization to take advantage of the functions and avoid the dysfunctions?
 

    A Spatial Representation of Local-Global Relations

 

Organizational Knowledge as Emergent Strategy

Sensemaking, Knowledge Creation, and Decision Making: Organizational Knowing as Emergent Strategy, Chun Wei Choo, Faculty of Information Studies, University of Toronto. Chapter published in "Strategic Management of Intellectual Capital and Organizational Knowledge" (Oxford University Press, 2002)