An Introduction to Organizational Design

McCaskey, Michael B.
December 1974
California Management Review;Winter74, Vol. 17 Issue 2, p13
Academic Journal
In this synthesis of key concepts and findings from research on the design of organizations, the complex trade-offs involved in designing the structures and processes of an organization are examined from the contingency approach viewpoint. Empirical research provides guidelines for fitting together organizational form, the people in the organization, and the task environment; and some important areas for further research are identified.


Related Articles

  • A Contingency Look at Job Design. Morse, John J. // California Management Review;Fall73, Vol. 16 Issue 1, p67 

    So-called "universal" organization and management models. Suggest that there is a single best way to design organizations and jobs. A "contingency" approach, in contrast, proposes that managers design organizations and jobs on the bases of an analysis of the task to be performed and the...

  • Bounded Rationality and the Search for Organizational Architecture: An Evolutionary Perspective on the Design of Organizations and Their Evolvability. Ethiraj, Sendil K.; Levinthal, Daniel // Administrative Science Quarterly;Sep2004, Vol. 49 Issue 3, p404 

    We employ a computational model of organizational adaptation to answer three research questions: (1) How does the architecture or structure of complexity affect the feasibility and usefulness of boundedly rational design efforts? (2) Do efforts to adapt organizational forms complicate or...

  • Development of the OCIR Model of the Intervention Process. Pate, Larry E. // Academy of Management Review;Apr1979, Vol. 4 Issue 2, p281 

    This article reviews recent efforts to develop a new model of the intervention process called the Organization--Change Agent--Interventions--Results (OCIR) model. He examines a traditional model for organizational change called the Truth--Love model and discusses how OCIR differentiates from...

  • Leader Power for Managing Change. Lee, James A. // Academy of Management Review;Jan1977, Vol. 2 Issue 1, p73 

    This analytical approach to the management of change includes an assessment of the leader's power to effect change. Factors limiting managers' influence in the change process are discussed. Choice of change technique seems to be of lesser importance than the ability to influence.

  • A Life Cycle Approach to Management by Objectives. Hollmann, Robert W.; Tansik, David A. // Academy of Management Review;Oct77, Vol. 2 Issue 4, p678 

    In this article the authors examine the management practice known as management by objectives (MBO) and discuss how the process is designed to work. They note that many companies abandon MBO strategies prematurely due to their concern for immediate results. They compare the MBO process to the...

  • STRATEGIC CHANGE ANALYSIS: A LONGITUDINAL STUDY OF THE PERIODS AND PATTERNS OF CHANGE. Topping, Sharon // Academy of Management Best Papers Proceedings;1992, p101 

    This study examines the strategic responses of one health care organization over a 19-year period. This involves the application of statistically derived definitions of incremental and revolutionary change and the consequent identification of periods and patterns of change. Findings are examined...

  • Assembling Jobs: A Model of How Tasks Are Bundled Into and Across Jobs. Cohen, Lisa E. // Organization Science;Mar/Apr2013, Vol. 24 Issue 2, p432 

    How are tasks bundled into and across jobs within organizations? In this paper, I develop a model of this process of job design by drawing on a multisite qualitative study of task allocation following the installation of a DNA sequencer. The model that emerges is one of the assembly of tasks...

  • Management Theory for Small Business: Attempts and Requirements. d;Amboise, GĂ©rald; Muldowney, Marie // Academy of Management Review;Apr88, Vol. 13 Issue 2, p226 

    This paper examines the attempts that have been made to develop theories of small business management. The discussion of various contributions is structured according to task environment, organizational configuration, managerial characteristics, success-failure issues, and growth issues....

  • A Contingency Approach to Planning: Planning with Goals and Planning Without Goals. McCaskey, Michael B. // Academy of Management Journal;Jun74, Vol. 17 Issue 2, p281 

    This paper challenges conventional descriptions of planning as necessarily tied to setting specific goals. The author describes a more intuitive planning process which proceeds by identifying arenas of activity and preferred styles of acting. The choice of planning mode is contingent upon task,...


Read the Article


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

Try another library?
Sign out of this library

Other Topics