2. Some organizations theorists argue that
the classical hierarchical, bureaucratic
model of organizations are mistranslated
and really was not meant to be an ideal
type of structure.
So, due to this theories of classical
hierarchical structure may contain
underpinnings for modern organization
theory.
3. Strong employees involvement.
Organic in nature.
Authority based on capability.
Alliances.
Teams.
Flatter, decentralized organizations.
Mindfulness of environment, changes,
patterns.
5. This modern structure includes
the linking of numerous,
separate organizations to
optimize their interaction in
order to accomplish a common,
overall goal.
6. This emerging form is based
on organization members
interacting with each other
completely, or almost
completely, via
telecommunications.
7. It includes some values:
Everyone can be a source
of useful ideas.
Learning flows up and
down
New ideas are important and should be
promoted throughout the structure.
Mistakes should be viewed as learning
opportunities.
8. It have the ability to
continually change
their structure and
internal processes to
conform to feedback
with the environment.
9. FUNCTION TRADITIONAL
ORGANIZATION
LEARNING ORGANIZATION
•Determination
of overall
direction
•Formulation
and
implementation
of ideas
•Nature of
organizational
thinking
Vision is provided by top
management.
Top management
decides what is to be
done, and the rest of the
organization acts on
these ideas.
Each person is
responsible for his/her
own job responsibilities,
and the focus is on
developing individual
competence.
Top management is
responsible for ensuring that
this vision exists and is nurtured.
It takes place at all levels of
the organization.
Personnel understand their
own job as well as the way in
which their own work
interrelates with and influences
that of other personnel.
10. FUNCTION TRADITIONAL
ORGANIZATIONS
LEARNING ORGANIZATIONS
•Conflict
resolution
•Leadership
and
motivation
Conflicts are resolved
through the use of power
and hierarchical influence.
The role of leader is to
establish the organization’s
vision, provide rewards and
punishments as appropriate,
and maintain overall control
of employees activities.
Conflicts are resolved through
the use of collaborative
learning and the integration of
diverse viewpoints of personnel
throughout the organization.
The role of the leader is to build
a shared vision, empower the
personnel, inspire commitment,
and encourage effective
decision making throughout the
enterprise through the use of
empowerment and charismatic
leadership.
11. Responding to globalization
Managing Workforce Diversity
Improving Quality and Productivity
Stimulating innovation and changes
Improving ethical behavior
Balancing of work/life conflicts
Employability
13. Increased foreign assignments
Working with people from different cultures
Coping with anticapitalism backlash
Overseeing movement of jobs to countries with
low cost labor
14. Adopting with people who are
different.
Embracing Diversity
Gender Balance
Higher turnover
Interpersonal conflicts and
complex communication.
15. To be global, global standards and
levels of product need to be met
Retail suffers from too many malls and
shopping centers
Excess capacity translates into
increased competition
16. Organization need to foster innovation and
master the art of change.
Need to maintain flexibility and continually
improve their quality
Challenge for managers to stimulate their
employees’ creativity and tolerance for change
17. Create an ethically healthy climate for
subordinates.
Reduce ambiguity regarding what
constitutes good and bad behavior
In-house advisors
18. Line between work and non-work time has
become blurred, creating personal conflicts
and stress
Absenteeism and Turnover
Need of flexibility in work schedule
Tough to attract and retain capable and
motivated employees
19. Redesign Jobs and new
organization structures (Retail,
Network)
‘New deal’ employment
relationship.
Minimum hours of work vary.
No contract for long term employment
