Bolman & Deal Structural Reorganization
Structural framing is an intricate process that delegates the development of internal design and directly impacts the quality and care provided by an organization externally. An organization’s participation in the reorganization process should depend on many factors which influence its ability to meet the goals and needs of its staff and consumers. Of course, for many organizations the “…core premise of the structural lens [includes]: clear, well-understood goals, roles, and relationships and adequate coordination [which] are essential to organizational performance” (p.46). Dating back to the early nineteen hundreds, structural perspective became a science in which several leaders chose to study; their results have helped to shape the way organizations run today. With an insurmountable number of strategic designs available for implementing a structure that works, taking a closer look at an organizations vision and establishment components prior to making a determination are vital.
A brief history of organizational structure is assistive in determining how we view the evolving nature of management, responsibility, and delegation. Beginning with Frederick W. Taylor, during 1911, we view how he broke tasks into minute parts and retrained workers to get the most from each motion and every second spent at work (p.48); a signifying model of time management and need for complex interventions. During the early 1900’s, Max Weber followed a “monocratic bureaucracy” whereby several major features were developed including: a fixed division of labor, a hierarchy of offices, a set of rules governing performance, separation of personal from official property and rights, the use of technical qualifications for selecting personnel, and employment as primary occupation and long term career. He strongly believed in one person with utmost control and many followers under his rule. Finally, James D. Thompson (1967) was the...