TITLE

Triangular design: a new organizational geometry

AUTHOR(S)
Keidel, Robert W.
PUB. DATE
November 1990
SOURCE
Executive (19389779);Nov1990, Vol. 4 Issue 4, p21
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
Conventional approaches to organizational design are dominated by the issue of centralization versus decentralization. Rarely is cooperation or "teamwork" explicitly considered. And when it is, this variable is regarded as a subordinate overlay to organizational design-something that may be helpful, but is not essential. Hence, the state of corporate teamwork remains well below what it could be. Keidel proposes a triangular organizational geometry in which cooperation is a design criterion, along with control (a concept that encompasses centralization) and autonomy (decentralization). The design challenge is to strike the right balance among these three variables. The organizational design framework developed in this article identifies explicit tradeoffs that every organization must make and explains why certain organizational designs are failure-prone. Practical ways to apply triangular design are suggested.
ACCESSION #
4277202

 

Related Articles

  • Nonlinearity and the Study of Organizations. Piehl, DeWayne // Academy of Management Proceedings (00650668);1974, p58 

    The propensity of many or most writings in organization theory and much research in organizations to assume, consciously or implicitly, that the characteristics of organizations are linear functions is discussed. In most cases, the assumption of linearity is made in order to permit a simpler...

  • Mitigating Hazards Through Continuing Design: The Birth and Evolution of a Pediatric Intensive Care Unit. Madsen, Peter; Desai, Vinit; Roberts, Karlene; Wong, Daniel // Organization Science;Mar/Apr2006, Vol. 17 Issue 2, p239 

    Often, researchers study organizations in which design is largely in place and the design process is shrouded in the distant past. However, the design process can have dramatic implications for how organizations function. This paper reports a specific attempt to design one organizational...

  • From hierarchy to enterprise: Internal markets are the new foundation of management. Halal, William E. // Academy of Management Executive;Nov94, Vol. 8 Issue 4, p69 

    Much like the nation states of Eastern Europe, many of the world's business corporations are going through their own form of perestroika. Highly centralized hierarchies are decomposing into de-centralized, market-driven systems. This transition from hierarchy to enterprise requires a drastic...

  • Justification for the Carzo-Yanouzas Experiment on Flat and Tall Structures. Carzo Jr., Rocco; Yanouzas, John N. // Administrative Science Quarterly;Jun70, Vol. 15 Issue 2, p235 

    This paper replies to Hummon's criticism of the Carzo-Yanouzas experiment. Justification is presented for the use of a split-plot repeated measures design, and tests for homogeneity support the use of this design. Variables which Hummon considered to be not under control are explained as...

  • The Road to Empowerment: Seven Questions Every Leader Should Consider. Quinn, Robert E.; Spreitzer, Gretchen M. // Organizational Dynamics;Autumn1997, Vol. 26 Issue 2, p37 

    This article discusses a leadership considerations that will empower success for organizational development in the U.S. Organizations are demanding more from their employees with higher customer expectations, increased globalization, and more sophisticated technology experience. A study was...

  • CONSIDERAÅ¢II ASUPRA MODELELOR DE MANAGEMENT INTERCULTURAL AL ECHIPELOR DE MUNCÄ‚ ÃŽN CONTEXTUL GLOBALIZÄ‚RII. HAŞ, Daniela // Management Intercultural;2012, Vol. 14 Issue 2, p11 

    The changes within the organizations, the mutations of the employment market have determined the manifestation of an modern organizational phenomenon, namely the intercultural work teams (IWT). The statement that the work teams are a microcosm of the organization's high performance, as a whole,...

  • Strategies and Structures for Diversification. Pitts, Robert A. // Academy of Management Journal;Jun77, Vol. 20 Issue 2, p197 

    This paper describes a study of corporate technological staff size in 21 large, diversified firms. The marked bimodality of the resulting data suggests that sample firms are avoiding intermediate positions between vigorous pursuit of interdivisional sharing of technological resources and...

  • The Design of Social Networks and the Management of Crises. Krackhardt, David; Stern, Robert N. // Academy of Management Proceedings (00650668);1985, p176 

    This paper proposes that organizations with a particular social network structure are better able to respond to crises than most organizations. This optimal structure does not occur naturally, but rather must be consciously and carefully designed. Four replications of an experiment using the...

  • 'The Future Role of Staff in a Changing Corporate Environment': COMMENTS. Brinegar, Claude S. // Academy of Management Proceedings (00650668);1970, p316 

    The article presents a response to the paper "The Future Role of Staff in a Changing Corporate Environment," by Jack 0. Vance. The author describes the planning and directing of change by the use of internal consultants at Union Oil Company of California. The article states that there are three...

Share

Read the Article

Courtesy of THE LIBRARY OF VIRGINIA

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics