Download Alternatives to hierarchies by Ph.G. Herbst PDF

By Ph.G. Herbst

Giving on events a conversation almost about this ebook, one of many queries raised used to be, 'surely, what you suggest are flat hierarchies'. This, i believe, offers a sign of ways tough it may be to conceive of businesses which wouldn't have a hierarchical constitution. a slightly related reaction was once acquired whilst, within the 1950's, an account was once given to a supervisor of the British Coal Board of an independent composite group of greater than forty miners, who had taken over whole accountability for a three-shift cycle, and divided the source of revenue got between themselves. His remark was once that this couldn't in all likelihood paintings. the recent mode of labor association which have been advanced by means of the miners in numerous pits within the Durham coal fields was once, on the time, good prior to the existing techniques and philosophy of either administration and the exchange Union. It didn't aid issues greatly that the distinct money owed have been awarded in an instructional and medical shape (Trist et aI. , 1963; Herbst, 1962). i feel that we felt that every one the backing of systematic study and information research will be had to current the case for modes of association, which deviated from traditional perform. even if, anything was once realized from this adventure. while at the start of the 1960's the Norwegian paintings Democratization undertaking used to be all started, a few demonstration websites have been manage which individuals might examine, and which can functionality as facilities for diffusion.

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Multi-Structured Organization ', ,;' /, Bureaucratic Hierarchy (Centralised Structur• ) . , ', �reaucratic c:onwrM Hierarchy ( Oecentralised Structure) / Unstructured Chaotic State Fig. 2. Identification of a fourth alternative. NON-H I ERAR C H I CAL O R GAN I Z A T I O N S 31 The first case o f an alternative type of organization which w as studied in some detail is the composite autonomous group. This is based on the principle that each member is able to carry out all, or at least most tasks.

Assu mption 1 . A task can nearly always be decomposed i nto smaller and smaller i ndependent bits If this is the case, then it becomes quite difficult to accept that alternatives to hierarchical and bureaucratic organizations are rational or feasible or to conceive of such changes as more than modifications of isolated bits at the bottom of the hierarchy. By concentrating on the Tayloristic consequences for job design which are logical consequences of this task model and which impinge specifically on the bottom level of the hierarchy, we may be paying insufficient attention to the fact that similar types of dysfunctional consequences are found at higher levels in the form of boundary disputes, power struggles and diffi­ culties if not inability to finding ways of cooperative problem solution.

Multi-Structured Organization ', ,;' /, Bureaucratic Hierarchy (Centralised Structur• ) . , ', �reaucratic c:onwrM Hierarchy ( Oecentralised Structure) / Unstructured Chaotic State Fig. 2. Identification of a fourth alternative. NON-H I ERAR C H I CAL O R GAN I Z A T I O N S 31 The first case o f an alternative type of organization which w as studied in some detail is the composite autonomous group. This is based on the principle that each member is able to carry out all, or at least most tasks.

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