OK, now that that's over with, I have a question for all the smart (-er
than I am) consultants out there. Please bear with me while I frame it.
My agency is conducting an organizational analysis as a prelude
to restructuring. We have identified a number of models for
organizing the various functions within the agency, and a set of
criteria with which to evaluate them. One of the criteria has to
do with integration, specifically, how well an organzational
model promotes cooperation and collaboration among technical
specialties. For the moment, we are working within the
traditional line-and-box method of displaying organizational
structures. For the sake of clarity, I've drawn below a simple
org. chart to help us along.
_______
| Top |
| Level |
|_______|
|
______________________|_____________________
| | | |
____|____ ____|____ ____|____ ____|____
|Division | |Division | |Division | |Division |
| A |_ | B |_ | C |_ | D |_
|_________| |_ |_________| |_ |_________| |_ |_________| |_
|_________| | |_________| | |_________| | |_________| |
|_________| |_________| |_________| |_________|
Functional subunits exist within each division.
It appears to me that organizations are structured to promote
cooperation within major divisions (vertical integration), but
that difficulties arise when elements within one division need to
work with elements of other divisions (horizontally). The
challenge in any organization is to build a management system - a
set of interconnected process that collectively promote the
effective and efficient achievement of the organization's mission
- that promotes cooperation in both directions.
If the above premise about the difficulty of horizontal
cooperation is true, then my question is: How can an
organization identify those areas of integration that it most
needs to concentrate on, while not building barriers between
those that have "natural" connections? Maybe another way to
phrase this is: How can an organization be set up to promote
both vertical and horizontal integration?
We know there will be elements of the management system devoted
to promoting collaboration. Grouping functional subunits within
a major division promotes communication and shared work
processes; how do we know which ones to put together, and are we
able to get the ones that aren't together to work smoothly
together when they need to? Or is the whole question
conceptually irrelevant, depending completely on the details of
the situation (such as the ability to work in teams, improve
quality, empower staff and develop partnerships with stakeholders)?
I know that the specific answers to these questions lie within
the organization. But are there conceptual models to help us get
started? I am familiar with a number of organizational models
(functional, media-based, geographic, et al.) and I believe that
the leaders' vision about how they want the organization to
operate in the future has a lot to do with the issue. And I'm
certainly not looking for solutions. I'd like to know, first,
what people think about the idea that horizontal integration is
more difficult than vertical; and second, whether there are models
of organizations that might help determine an approach to working
through this on a practical level.
I'm not sure this is clear. Being in the middle of the issue,
it's hard to see through my own filters. If anyone cares to
comment, I'd gladly appreciate it. If additional detail (like names
of programs) will help, I'll be more specific.
Thanks to all for your patience.
David E. Birren | To know, and not to act,
Wisconsin Dept. of Natural Resources | is to not know.
Bureau of Management & Budget |
Phone: (608)267-2442 | --Wang Yang Ming
Fax: (608)267-3579 | 9th-cent. Chinese general
Internet: birred@dnr.state.wi.us | Chinese general