Hierarchies
|
Networks
|
Centralized
|
Distributed
|
Fordism: workers perform specialized tasks over and over as part of
defined sequence
|
Flexible specialization: small-scale production teams simultaneously
work on complementary projects
|
Employee traits: deference to authority, obedience, conformity
|
Employee traits: autonomy, adaptability, problem solving,
collaboration
|
Ties are strong but few
|
Ties are loose but many
|
Tasks, managers, and departments are organized by function
|
Tasks, managers, and departments are organized by project
|
Communication is vertical command through defined channels
|
Communication is lateral as well as vertical consultation
|
Management derives authority from title, rank, and seniority
|
Management derives authority from expertise and contribution
|
Job description and areas of control are narrowly defined
|
Job descriptions are broad and boundaries are permeable
|
Transaction and payment are the glue of relationships
|
Trust and reputation sustain relationships
|
Slow to adapt, difficult to change
|
Quick to adapt, easier to change
|
Key decisions are centralized so coordination costs are low
|
Decentralized decision making so higher employee satisfaction and loyalty
|
Performs well in stable, predictable environment
|
Performs well in ambiguous environment that require efficiency and
flexibility
|
Wednesday, May 3, 2017
Characteristics of Hierarchical versus Networked Organizations
From Anne-Marie Slaughter in The Chessboard & The Web: Strategies of Connection in a Networked World.
Labels:
Management
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