Ob

Some organizations theorists argue that

the classical hierarchical, bureaucratic

model of organizations are mistranslated

and really was not meant to be an ideal

type of structure.

So, due to this theories of classical

hierarchical structure may contain

underpinnings for modern organization

theory.

Strong employees involvement.

Organic in nature.

Authority based on capability.

Alliances.

Teams.

Flatter, decentralized organizations.

Mindfulness of environment, changes,

patterns.

Network structure.

Virtual organization.

Learning organizations.

Self-organizing systems.

This modern structure includes

the linking of numerous,

separate organizations to

optimize their interaction in

order to accomplish a common, overall goal.

This emerging form is based

on organization members

interacting with each other

completely, or almost

completely, via

telecommunications.

It includes some values:

Everyone can be a source

of useful ideas.

Learning flows up and

down

New ideas are important and should be

promoted throughout the structure.

Mistakes should be viewed as learning

opportunities.

It have the ability to

continually change

their structure and

internal processes to

conform to feedback

with the environment.

FUNCTION TRADITIONAL

ORGANIZATION

LEARNING ORGANIZATION

•Determination

of overall

direction

•Formulation

and

implementation

of ideas

•Nature of

organizational

thinking

Vision is provided by top

management.

Top management

decides what is to be

done, and the rest of the

organization acts on

these ideas.

Each person is

responsible for his/her

own job responsibilities,

and the focus is on

developing individual

competence.

Top management is

responsible for ensuring that

this vision exists and is nurtured.

It takes place at all levels of

the organization.

Personnel understand their

own job as well as the way in

which their own work

interrelates with and influences

that of other personnel.

FUNCTION TRADITIONAL

ORGANIZATIONS

LEARNING ORGANIZATIONS

•Conflict

resolution

•Leadership

and

motivation

Conflicts are resolved

through the use of power

and hierarchical influence.

The role of leader is to

establish the organization’s

vision, provide rewards and

punishments as appropriate,

and maintain overall control

of employees activities.

Conflicts are resolved through

the use of collaborative

learning and the integration of

diverse viewpoints of personnel

throughout the organization.

The role of the leader is to build

a shared vision, empower the

personnel, inspire commitment,

and encourage effective

decision making throughout the

enterprise through the use of

empowerment and charismatic

leadership.

Responding to globalization

Managing Workforce Diversity

Improving Quality and Productivity

Stimulating innovation and changes

Improving ethical behavior

Balancing of work/life conflicts

Employability

CONTEMPORARY CHALLENGES

RESPONDING TO GLOBALIZATION

STIMULATING INNOVATION

AND CHANGES

IMPROVING ETHICAL

BEHAVIOUR

EMPLOYABILITY

MANAGING WORKFORCE

DIVERSITY

BALANCING OF WORK

LIFE CONFLICT

IMPROVING QUALITY AND PRODUCTIVITY

Increased foreign assignments

Working with people from different cultures

Coping with anticapitalism backlash

Overseeing movement of jobs to countries with

low cost labor

Adopting with people who are

different.

Embracing Diversity

Gender Balance

Higher turnover

Interpersonal conflicts and

complex communication.

To be global, global standards and

levels of product need to be met

Retail suffers from too many malls and

shopping centers

Excess capacity translates into

increased competition

Organization need to foster innovation and

master the art of change.

Need to maintain flexibility and continually

improve their quality

Challenge for managers to stimulate their

employees’ creativity and tolerance for change

Create an ethically healthy climate for

subordinates.

Reduce ambiguity regarding what

constitutes good and bad behavior

In-house advisors

Line between work and non-work time has become blurred, creating personal conflicts and stress

Absenteeism and Turnover

Need of flexibility in work schedule

Tough to attract and retain capable and motivated employees

Redesign Jobs and new

organization structures (Retail,

Network)

‘New deal’ employment

relationship.

Minimum hours of work vary.

No contract for long term employment