Page 177 - DMGT520_ORGANIZATION_CHANGE_AND_DEVELOPMENT

Organization Change and Development

Notes 2. The reconciliation, for each level in the hierarchy, of these distinct performances by the
immediate superiors, who are also in turn, responsible for seeing that each is relevant in
his own special part of the main task.
3. The translation of rights and obligations and methods into the responsibilities of a
functional position.

4. Hierarchic structure of control, authority and communication.
5. The abstract nature of each individual task, which is pursued with techniques and purposes
more or less distinct from those of the concern as a whole.

6. A tendency of interaction between members of the concern to be vertical i.e., between
superior and subordinate.
7. The greater importance and prestige attaching to internal than the general knowledge,
experience, and skill.
8. A reinforcement of the hierarchic structure by the location of knowledge of actualities
exclusively at the top of the hierarchy, where the final reconciliation of distinct tasks and
assessment of relevance is made.
9. A tendency of operations and working behavior to be governed by the instruction and
decision issued by the superiors.
10. The greater importance and prestige attaching to internal than the general knowledge,
experience and skills.

13.2 Organic Systems

The organic system has the following characteristics:
1. The contributive nature of special knowledge and experience to the common task of the
concerns.
2. The spread of the commitment to the concern beyond any technical definition.
3. A lateral rather than a vertical direction of communication through the organisation,
communication between people of different ranks, also resembling consultation rather
than command.
4. A content of communication which consist of information and advice rather than instruction
and decisions.
5. The adjustment and continual redefinition of individual tasks through interactions with
others.
6. Importance and prestige attached to affiliations and expertise valid in the industrial and
commercial milieu central to the firm.
7. The network structure of control, authority and communication.
8. Commitment to the concern’s tasks and to the technological ethos of material progress
and expansion is more highly valued than loyalty and obedience.
13.3 Contingency or Situational Approach

Contingency or situational approach is an important addition to the paradigm of modern
management. The basic idea of the contingency approaches that there cannot be a particular

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