Reframing Organizations. Lee G. Bolman
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operating core, techno structure, and support staff. These components configure in unique designs: machine bureaucracy, professional bureaucracy, simple structure, divisionalized form, and adhocracy. Helgesen adds a less hierarchical model, the web of inclusion.
Changes, whether driven from inside or outside, eventually require some form of structural adaptation. Restructuring is a sensible but high‐risk move. In the short term, structural change invariably produces confusion and resistance; things get worse before they get better. In the end, success depends on how well the new model aligns with environment, task, and technology. It also hinges on the route taken in putting the new structure in place. Effective restructuring requires both a fine‐grained, microscopic assessment of typical problems and an overall, topographical sense of structural options. Putting the most talented people in a confused or inappropriate structure is a sure route to failure.
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