Structural – focuses on the architecture of the organization. Emphasizes goals, specialized roles, and formal relationships. Commonly depicted by organization charts are designed to fit an organization’s environment and technology. They create rules, policies, procedures, and hierarchies to coordinate diverse activities into unified strategy. Problems arise when the structure is poorly aligned with current circumstances. At that point some form of reorganization or redesign is needed to rememdy the mismatch. Example: The FBI and CIA chaotic and confused attempt to coordinate information. Human Resources – based on ideas of psychology. To see an organization as a family. People with needs, feelings, prejudices, skills, and limitations. The key challenge is to tailor organizations to individuals – to find a way for people to get the job done while feeling good about what they are doing. What motivates people internally.
Political – rooted in political science. It sees organizations as arenas, contest, or jungles. Parochial interest compete for power and resources. Conflict is rampant because of enduring needs, perspectives, coercion, and compromise are a normal part of everyday life. Solutions arise from political skill and acumen.
Symbolic – grounded in social and cultural anthropology. Emphasis on cultural change as the key to organizational transformation. Treats organizations as tribes, theaters, or carnivals. It sees organizations as cultures propelled by rituals, ceremonies, stories, heroes, and myths than by rules, policies, and marginal authority. Theater – actors play their role in the organization. Problems arise when actors blow their parts, ceremonies and rituals lose their potency.
