Lee G. Bolman - Reframing Organizations

They designed the new structure in response to changes in strategy, technology, and environment.

Finally, they experimented as they moved along, retaining things that worked and discarding those that did not.

At any given moment, an organization's structure represents its best effort to align internal activities with outside pressures and opportunities. Managers work to juggle and resolve enduring organizational dilemmas: Are we too loose or too tight? Are employees underworked or overwhelmed? Are we too rigid, or do we lack standards? Do people spend too much or too little time harmonizing with one another? Structure represents a resolution of contending claims from various groups.

Mintzberg differentiates five major components in organizational structure: strategic apex, middle management, operating core, techno structure, and support staff. These components configure in unique designs: machine bureaucracy, professional bureaucracy, simple structure, divisionalized form, and adhocracy. Helgesen adds a less hierarchical model, the web of inclusion.

Changes, whether driven from inside or outside, eventually require some form of structural adaptation. Restructuring is a sensible but high‐risk move. In the short term, structural change invariably produces confusion and resistance; things get worse before they get better. In the end, success depends on how well the new model aligns with environment, task, and technology. It also hinges on the route taken in putting the new structure in place. Effective restructuring requires both a fine‐grained, microscopic assessment of typical problems and an overall, topographical sense of structural options. Putting the most talented people in a confused or inappropriate structure is a sure route to failure.

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