Organisational modeling
The irruption of the aptitudes generated by the Knowledge and the Training in the economy incipient from the years 1990-2000 as the possibilities of the revolution of information come to defy the traditional logic of the businesses. Suddenly, the debate between Strategy and Structure are not any more in the center of the reflections of the executive teams. The leaders understand that if the organizations can show certain characteristics like the agility, quality, the speed of execution etc, these characteristics are emergent: it is the starting point of organisational modeling.
Morabito, Sack and Bathe (1999) show that these characteristics result from a pattern, of an owner of arrangements and alignments between organisational fields such as information, the processes, the Culture, the people and the Apprentissage. For the leaders, a news Compétence is required: practice of the Architecture which consists in dismounting an organization in its basic components in order to include/understand emergent qualities of them.
This architecture requires a comprehension of abstract, or the invisible one. Indeed, which gets a durable competitive advantage with the various companies are their little formalized contracts vague or agreements, alignments and arrangements. These contracts represent the manner of interacting of the employees, the emergence of the strategy - contrary to its formulation - alliances and the networks which develop, the way in which people, the groups and the organizations learn, the sources of motivation of the employees, etc All these elements have emergent properties.
Thus the design and the modeling of organisational architecture, like certain more specialized disciplines (the architecture of company, the architecture of information, nimble architecture, orientated architecture services, etc) and the essential mechanisms of realization of architecture - as the rule, the contract, and the event - form one of the most popular subjects of the publications treating of the management of company and the systems and the information technology.
Organisational architecture makes it possible to radically reconsider the operation of the organization and its processes of businesses to carry out durable improvements of the organisational performance. Today the companies and the public sector try out a large variety of strategic forms of organization. The dissolution of the hierarchies and architecture in network lead to the organization without border. The fundamental role of information changes the dynamics of the market and competition, resting unceasingly the question of Coase (1937): why companies?
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