Defining a Role-Based Organization

The book focuses on the impact of individuals within organizations and how organizational efficiency or rationality is getting deep into our individuality. The author states that the modern organizations and the way their administration work are the results of heavily borrowed principles of rationality and objectivity from the sciences. It has resulted in a one-sided focus of placing the rational goals of the organization above, and often in place of, those of the individual members of the organization. Denhardt relates science and administration by putting examples of many scientific theories which relate to the human and natural aspect of everyone’s lives.

‘Power’ culture (Handy, 1985) is described as a similar infrastructure to that of a spider’s web, where the “boss” is in the centre of an ever widening web of others involved in the organisation. Role culture (Handy, 1985) is best explained as an image of a pyramid of boxes, each box containing a job title and role. The boxes still stand and the structure remains secure, even if one of the individuals fulfilling a role departs. Role cultures are best operated by a manager at the top of the pyramid, as suggested by Ronald White (1988). Role cultures operate best in large organisations where roles are clearly defined, evaluation of their progress is continually assessed and feedback is given. Task culture (Handy, 1985) is predominantly used in a field where team work is of paramount importance to ensure a task is completed. People culture

In most cases, applying expert knowledge at work can help solve major organizational problems as experts incorporate their skills in the affected areas. Further, unlike in the traditional setups where professionals were self-employed and worked as individuals, change in times has led to experts becoming a part of large organizations. In the current world, all professionals are a part of a larger group that regulate and govern their activities and services. Therefore, there is lesser recognition or value of such as compared to professionals in the past, who were vastly renowned and provided their services to a large portion of society (Butterfield,

With shifts in the product strategy and the recent collaborations came the difficult task of changing aspects of the cultural values of the organisation. The company traditionally embraced what theorists would generally refer to as a role culture. This referred to organisations operating in relatively stable environments with more of a focus on procedure, hierarchy and bureaucracy rather than dynamism (Amstrong, 2000 citing the works of Harrison, 1972; Handy, 1976; Schein, 1985 and Williams et al, 1989). For the organisation to succeed in the more volatile

In a networked organization, "extensive use of communications technologies and networks ...renders it easier to coordinate across functional boundaries" (Pearlson, p.68). This is evidenced by the MIS organization at Mrs. Fields '. The MIS organization was divided into financial, sales, micro-systems and operations. It can also be argued that when Mrs. Fields ' Holdings, Inc. purchased La Petite Boulangerie and reduced their administrative staff from 53 to 3, this was made possible by absorbing the majority of the functions, including accounting, finance, and human resources into their existing organization. This was undoubtedly made possible by there is evidencing the importance of communication.

THEME TWO: The change of value regarding human resource to the organization coupled with technology is shifting the design of organizations towards “boundaryless” and flat organizational structures.

Marshak emphasizes how organizational change is changing because of the advancement of technology. Marshak observes are now able to access information and share anything with others anywhere, and anytime “on a continuous, interactive, and unrestricted basis.” Marshak quotes from Stan Davis and Christopher Myers’ book Blur: The Speed of Change in the Connected Economy, "Connectivity, Speed, and Intangibles-the derivatives of time, space, and mass-are blurring the rules and redefining our businesses and our lives" (2014, para. 1). This is certainly true not in just our lives, but in the private sector businesses and governmental agencies. Technology makes change inevitable; we either keep up with change to remain competitive or we quickly lag behind and lose.

We will first discuss the characteristics of modern society implying the shift to more Y-motivated people. Then we will discuss the obstacles inhibiting organization to move towards more Y-supporting organizations.

All organizations big or small, for profit or non-profit have a structure in which dictates how they function. The evolution of communication with emails, video conferencing, instant messaging, text messages and social media sites has forever changed how organizations communication is structured. In a global work environment, organizations are now utilizing people with different perceptions, backgrounds and work attitudes (Himmer, 2013). Organizational structure guides coordination and allocation of tasks leading to the organization’s goal. An organization structure can specifically control and instruct how employees behave and what values are accepted by an organization. In a globalized economy, many organizations redesign their structures to cater towards the ever-changing work environments. Reshaping an organization structure may mean employee’s roles and responsibilities to align with cultural changes, in efforts to become more efficient and productive.

The structural-functionalist tradition of role theory focuses on how roles, as fixed components of complex social structures, cultures or social systems, influence the behavior of people (Lynch, 2007). Two related strands of role theory are embedded within this approach – structural role theory and functional role theory. Structural role theory concentrates on social structures, which are understood

Progresses in correspondence innovation, for example, the Internet and phones, have made the commercial center a more worldwide idea. Keeping in mind the end goal to survive, an organization should have the capacity to oversee and use its various work environment adequately. Overseeing differing qualities in the working environment ought to be a part of the way of life of the whole association (ucsfhr).

Socio-technical meaning that there is a recognition of the interaction that is made between people and technology in the workplaces. The NSF defines this new work culture as being dispersed geographically, but still able to remain as one unit through the use of the Internet. They themselves focus more into virtual organizations because they find that in the current age they have become necessary to widen learning and their knowledge base. According to their article, “virtual organizations can enable and enhance scientific, engineering, and education production and innovation” (NSF). The social and technical interactions are creating this alternative form of organizing which allows for the change from the formal structure of human organizing to something much more loose, and yet, still

The world has changed over the last ten years, technology has created a new world, where we have become more dependent on it. In his article, “The Eight Net Gen Norms”, Don Tapscott, discusses what he believes the “net generation” is and how they are defined by eight norms: Freedom, customization, scrutiny, integrity, collaboration, entertainment, speed, and innovation. (132) Tapscott makes some very unique observations, but there was one norm, I felt was more important, innovation. There are many reasons why, but the one main reason is the creation of new ideas. Without the innovated ideas, we wouldn’t have the advanced technology we possess today. Think about the world without cell phones, no web, or no medical tools? We know for a fact this era couldn’t survive without them. The workplace is starting to turn from the traditional way by allowing the employees to be heard, but there is still a gap between generations. The power of innovation helps people with everyday life, changing the way jobs are running, but also has created a rift between the old and new generations.

In a time where everything is seemingly at our fingertips, it can be difficult for us to adjust to things that are out of our control. Sometimes we don’t always get what we expect. We may have the perfect plan for what we are doing in life, and then something out of our control changes and our entire plan is forced to change with it. Can

In the business world, people should be in touch and communicate effectively. In the past, businesses would regularly call meetings and with stand long hours of confusing discussions and debates until they finally came to an understanding or agreement. Now, thanks to technology, people in the work force can keep in touch and get their message across a lot more clear and easier. James Butler writes, “Not only is it fast, but the response you receive is often more concise, saving time that could have been wasted by sitting through a marathon conference. Just sum it up in an email, please” (1). No more confusion or time being taken out