organization design

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John Roberts (2004, pp 16-18) defines the organization variables that make up an organization design as follows --

  • people -- a collection of --
    • people - a collection of
    • talents
    • skills
    • tastes
    • beliefs
    • objectives
    • how hard they work
    • the ends they work for
    • sorts of risks they accept
    • sorts of rewards they value
    • connected to the firm as owners, employees, contractors, etc.

  • architecture -- see organization architecture
  • routines --
    • managerial processes
    • policies
    • procedures
    • official and unofficial
    • formal and informal
    • routines shape information gathering, transmission, decisions, how decisions are made, how resources are allocated, how performance is monitored, how activities controlled, and how activities are rewarded.
    • processes of how work gets done
    • mechanisms of how routines are altered
    • explicit contracts
    • implicit contracts
    • ""understandings"" of how things get done
  • culture -- fundamental shared values (see culture)

BAi business organization model --
The BAi business organization model accounts for Roberts' organization design variables in the resources & structure, purpose & environment, and process aspects of the business model. These variables overlap with the variables defining the business, thus the complete model is a 'business-organization' model.