Organisation modeller

Carnegie model coalition, problemistic search, satisfacing

Coalition alliance of managers who agree about goals

Satisfacing organisation accept a ok level than a maximum

Problemistic search managers look in the immediate enviroment to find a quick soloution

Identification phase recognition of a problem, diagnosis, information gathered to define the problem situation

Selection phase judgement evaluation, analysis evaluation, bargaining evaluation

Problematic preferences goals, problems, solution are ill-defined

Unclear poorly understood technology cause and effect is not clear

Garbage can model problematic preferences, Unclear poorly understood technology, turnover

Turnover turnover in positions

Incremental decision process model identification phase, development phase, selection phase

Development phase search procedures used before or design a custom

Clan culture Involvement, focus on changing expectations from enviroment, good wages, fashion

Adaptbility culture Focus on external enviroment, flexibility to meet customer needs, tech

Bureaucratic culture Internal focus and consistency, well established policies

Mission culture Clear vision and purpose. Serves specific customer, No need to rapid change, sports teams

Flexibility - control the competitive enviroment requires flexibility or stability

Internal - external strategic focus are external or internal

Low uncertainty Mechanistic structure, simple and stable, no integrating roles

Low moderate uncertainty Mechanistic structure, complex and stable, few integrating roles

High moderate uncertainty Organic structure, simple and unstable, few integrating roles

high uncertainty organic structure, complex and unstable, many integrating roles

low - high uncertainty Boundary spanning, integrating roles, departments, planning and speed of responce

Org. life cycle Entrepreneurial, collectivity, formalization, elaboration

Entrepreneurial Informal, non bureaucratic, all energy to technical activities

Entrepreneurial crisis Need for leardership

collectivity Deparments established, hierarchy of authority, clear goals

collectivity crisis Need for delegation, top mangers need to give up responsibility

Formalization Use of rules and control system, engineers and HR implemented, management focus on strategy

formalization crisis to much red tape, innovation restricted, initiativ from managers restricted

elaboration Creation of new collab or teamwork, managers needs to develop skills and diagnosing problems

Elaboration crisis Need for revitalization

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