The Structuring of Organizations

Mintzberg, Henry

doi:10.1007/978-1-349-20317-8_23

Cited by 2,177 publications

(2,395 citation statements)

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“…The link-to-node ratio is the most common metric used in this case. 33 By this metric, both structures 30 Mintzberg, 1979. 31 Griffin and Moorhead, 2011. 32 Adapted from Gregory S. in Figure 2.2 would rate 0.8, while the structure in Figure 2.1 would rate 1.1.…”

Section: Connectivitymentioning

confidence: 99%

Command and Control of Joint Air Operations in the Pacific: Methods for Comparing and Contrasting Alternative Concepts

Alkire¹,

Lingel²,

Baxter³

et al. 2018

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This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions.The RAND Corporation is a research organization that develops solutions to public policy challenges to help make communities throughout the world safer and more secure, healthier and more prosperous. RAND is nonprofit, nonpartisan, and committed to the public interest.RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.Support RAND Make a tax-deductible charitable contribution at www.rand.org/giving/contribute www.rand.org Library of Congress Cataloging-in-Publication Data is available for this publication. For more information on this publication, visit www.rand.org/t/RR1865Published by the RAND Corporation, Santa Monica, Calif. © Copyright 2018 RAND CorporationR® is a registered trademark.iii PrefaceThe anti-access and area-denial capabilities of near-peer competitors and the vast geographic expanse of the Pacific pose potential challenges for command and control (C2) of joint air operations in the region. Alternative concepts for operational-level C2 may help overcome these challenges. 1 For instance, some alternative concepts reduce the geographic challenges by defining distinct joint operational areas and tailoring the roles, rules, responsibilities, and authorities for C2 within each. However, a command-and-control concept optimized for one type of operation, such as humanitarian assistance and disaster relief, may not be appropriate for another type of operation, such as a major war with a near-peer competitor. This report describes methods for comparing and contrasting alternative concepts for C2 of joint air operations in the Pacific. It then applies these methods to a selection of alternative C2 concepts in a series of Pacific scenarios.This project, titled "The Future of Command and

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Section: Connectivitymentioning

confidence: 99%

Command and Control of Joint Air Operations in the Pacific: Methods for Comparing and Contrasting Alternative Concepts

Alkire¹,

Lingel²,

Baxter³

et al. 2018

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show abstract

“…Some procedures gave the Director of Studies responsibility for students, some for programmes, some for units and some for staff development. In practice, different departments were used to organising matters in their own way, a structure closer to what Mintzberg (1979) defined as professional bureaucracy: a large institution, but one in which individual employees have a considerable degree of autonomy in organising their working lives.…”

Section: Future Workmentioning

confidence: 99%

Comparative process architectures in two higher education institutions

Beeson¹,

Green²,

Kamm³

2013

IJODE

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“…• the organisational context: its size, structure, culture, politics, processes (formal and informal), leadership, history and the degree of institutional inertia • the environmental context: the resources available, extent of dynamism, complexity, competition and government regulation (Fidock and Carroll 2006;Mintzberg 1979;Owen and Rogers 1999;Scott Morton 1991;Symons 1991). These additions were made because research associated with the development of the generic TAC model has to date explored organisational contexts to only a limited extent and focuses largely on technological and individuallevel influences (Carroll et al 2003b;Herszfeld et al 2003;Mendoza et al 2007).…”

Section: The Technology Appropriation Cyclementioning

confidence: 99%

Evaluating information systems: an appropriation perspective

Fidock¹,

Carroll²,

Rynne³

2010

Information Systems Foundations: The Role of Design Science

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This chapter describes the application of an appropriation perspective to support the evaluation, development and design of a knowledge management system-the Army Knowledge Domain (AKD) prototype-in the Australian Army. The AKD prototype was developed using an iterative approach informed by a modified form of the technology appropriation cycle (TAC). The TAC is a model that represents the process of appropriation through which technology is adopted, adapted and incorporated with personal, social and organisational practices, and describes how an understanding of users' appropriation choices can inform the design of future iterations of the system and supporting context. Results from the evaluation presented in this chapter have informed the next iterative development step for the AKD prototype. The utility of employing the modified TAC to support the evaluation, development and design of systems is then explored, including the support that the model provides to an expanded view of technology design.

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The Structuring of Organizations

Cited by 2,177 publications

References 46 publications

Command and Control of Joint Air Operations in the Pacific: Methods for Comparing and Contrasting Alternative Concepts

Command and Control of Joint Air Operations in the Pacific: Methods for Comparing and Contrasting Alternative Concepts

Comparative process architectures in two higher education institutions

Evaluating information systems: an appropriation perspective

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