The Viability of Organizations Vol. 3 Designing and Changing Organiz
The design process for organizational structures sometimes resembles a random walk, especially when it is embedded in an arena of competing personal interests and power games. Many organizations still lack clear guidance and are therefore seeking a rigoro
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The Viability of Organizations Vol. 3 Designing and Changing Organizations
The Viability of Organizations Vol. 3
Wolfgang Lassl
The Viability of Organizations Vol. 3 Designing and Changing Organizations
123
Wolfgang Lassl Pure Management Group Vienna, Austria
ISBN 978-3-030-25853-5 ISBN 978-3-030-25854-2 https://doi.org/10.1007/978-3-030-25854-2
(eBook)
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To Ulli, Veronika, and Armin for their patience, ideas, and support and in tribute to Stafford Beer († 2002) a brilliant, versatile, experienced management thinker who had the courage to explore new ways
Introduction
“There is nothing as practical as a good theory”1—the Viable System Model (VSM) is an insightful theory and valuable diagnosis instrument but is it suitable for designing organizations? Does it help executives and managers to develop good organizational structures and if so how? Can it also provide guidelines regarding the transformation of organizations? In this volume, we aim to address these questions. Organizational design and change encompass a broad field of organizational activities and aspects at different levels: from micro-practices and personal collaboration in groups and teams, to fundamental questions regarding the organizational macro-level structures (e.g., organizational chart structures). While the micro- and meso-levels are well covered, the design of macro-organizational (chart) structures is a field that still has many open issues; the constant influx of new organizational models, particularly in the popular management literature, bears witness to the high degree of uncertainty and unclarity which still exists in thi
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