Communities of practice have joined cross-functional teams, customer- or product-focused business units and work groups as dynamic and innovative organizational forms that can be used to collect and disseminate ideas and information throughout organizations. 1,032 more words
Tags » Organizational Design
I admit that describing, and distinguishing between, “complete” and “partial” organizations seems a bit esoteric; however, I believe that sustainable entrepreneurs can and should use the five elements of the framework of complete and partial organization proposed by Ahrne and Brunsson (i.e., membership, hierarchy, rules, monitoring and sanctions) to create guidelines for relationships with initial employees—skills and anticipated contributions, behaviors, property rights, communications, authority, standards and rewards—and generate ideas for accessing and integrating valuable knowledge and other support from outside their organizations. 1,528 more words
Hierarchy is a design element that does fit into many, but far from all enterprises. And where there are better alternatives the corresponding feedback loops must be designed with sufficient strength and rigor to more than offset the coherence that hierarchy could potentially provide.
Most observers who have written about holacracy and other types of self-managed organizations take an extreme position, either celebrating these “bossless,” “flat” environments for fostering flexibility and engagement or denouncing them as naive social experiments that ignore how things really get done. 55 more words