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).
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.
Five Centuries of Mechanistic-Organic Dabate, by David Boje. July 1, 1999
This is a brief summary of two six year projects with my colleagues Gephart and Rosile todeconstruct 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.
Structure in School
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)