Table 1: three general models of organization Traditional / Bureaucratic Collaborative autonomous professional Key Norm of individual Strong hierarchical Two dimensions: characteristics autonomy for lead organization hierarchical control & practitioner systematic processes Strong boundaries Accountability to Porous boundaries Jobs defined in relation professional organization or to organization reconfiguration guild structure around problems / Formal organization small processes Power based on or absent position Influence on Strong status hierarchy knowledge / contribution Resources linked rather than status or (usually): Personal relation directly to position to clients accountability Differentiation of resources from accountability General business Dominant from medieval Rise of large firms at Gradual emergence of history period through 19th century end of 19th century, complex teams and process consolidated by organization from still incomplete
Table 1: three general models of organization Traditional / autonomous professional Bureaucratic Collaborative Key characteristics Norm of individual autonomy for lead practitioner Accountability to professional organization or guild Formal organization small or absent Strong status hierarchy (usually): Personal relation to clients Strong hierarchical organization Strong boundaries Jobs defined in relation to organization structure Power based on position Resources linked directly to accountability Two dimensions: hierarchical control & systematic processes Porous boundaries reconfiguration around problems / processes Influence on knowledge / contribution rather than status or position Differentiation of resources from accountability General business history Dominant from medieval period through 19th century Rise of large firms at end of 19th century, consolidated by Gradual emergence of complex teams and process organization from still incomplete
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