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The dilemmas of organization

Table 2.1 Management models (from Walton, R.E. (1985) © Harvard Business School Publishing)

Control model Transitional model Commitment model
1 Job design Individual attention Scope of individual Individual
principles limited to responsibility responsibility
peforming extended to extended to
individual job upgrading system upgrading system
performance, via performance
participative
problem solving
groups in QWL,
‘right first time’ and
quality circle
programmes
Job design de-skills No change in Job design enhances
and fragments work traditional job content of work,
and thinking design or emphasizes whole
accountability and separates doing
and task, and
combines doing and
thinking
Accountability Frequent use of
focused on the teams as the basic
individual accountable unit
Fixed job definition Flexible definition of
duties, contingent on
changing conditions
2 Performance Measured standards Emphasis placed on
expectations define minimum higher ‘stretch
performance. objectives’, which
Stability seen as tend to be dynamic
desirable and orientated to the
marketplace
3 Management Structure tends to (No basic changes Flat organizational
organization: be layered with in approaches to structure with mutual

structure, top-down controls structure, control or influence systems
systems and authority)
style
Coordination and Coordination and
control rely on control based more
rules and on shared goals,
procedures values and traditions
More emphasis on Management
prerogatives and emphasis on problem
positional authority solving and relevant
information and
expertise
Status symbols Some change, e.g. Minimum status
distributed to existence of differentials to
reinforce hierarchy participation de-emphasize
councils inherent hierarchy
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