Strategic Organizational Change. Innovative Organizational and Job Designs to Improve Future Productivity and Operational Effectiveness.

Abstract

Abstract : This strategy research paper examines the phenomenon of strategic organizational change and focuses specifically on the viability and applicability of selected new organizational designs and structures to the public and private sector. Traditional bureaucratic organizations have established nodes such as roles, departments, and basic structures and promoted specialization, including the 'stovepipe' effect. These structures became serious barriers to effective internal and external coordination, communication, and hence limited organizational effectiveness. As a consequence, corporations and on the government side, DOD --e.g., the U.S. Army -- are examining new organizational designs to meet the challenges of the global environment. The paper also addresses the subjects of reinvention and reengineering, given their central role in redesigning organizational structures, processes, jobs and use of advanced technology. In summary, this paper examines the characteristics and performance criteria of innovative organizational designs aimed at helping leaders and managers adapt to the challenges of the 21st century and beyond. The major attributes include decentralization, empowerment, use of automated networks and advanced technology -- essential to achieve a more flexible, responsive and productive organization. Lastly, this paper is a subset of a larger one (300pp.) done by the author on the subject of strategic change, reinvention and reengineering, as part of the U.S. Army War College-Penn State University Cooperative Degree Program and is available in the USAWC library.