Difference between revisions of "Organizational Architecture"
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| − | Organizational Architecture is "a theory of the firm, or multiple firms, which integrates the human activities and capital resource utilization within a structure of task allocation and coordination to achieve desired outcomes and performance for both the short run and the strategic long run" (Burton and Obel, 2011a, 2011b).<ref>Definition: What is Organizational Architecture? [http://mgmt.au.dk/research/organisation-strategy-and-accounting/icoa/about-icoa/organisational-architecture/ ICOA]</ref> | + | Organizational [[Architecture]] is "a theory of the firm, or multiple firms, which integrates the human activities and [[capital]] resource utilization within a structure of task allocation and coordination to achieve desired outcomes and performance for both the short run and the strategic long run" (Burton and Obel, 2011a, 2011b).<ref>Definition: What is Organizational Architecture? [http://mgmt.au.dk/research/organisation-strategy-and-accounting/icoa/about-icoa/organisational-architecture/ ICOA]</ref> |
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*[[Strategy]]: the core [[Corporate Strategy|approach the organization will use to accomplish its goals]]. | *[[Strategy]]: the core [[Corporate Strategy|approach the organization will use to accomplish its goals]]. | ||
*[[Organizational Structure|Structure]]: How people are situated in units and how their work is coordinated. | *[[Organizational Structure|Structure]]: How people are situated in units and how their work is coordinated. | ||
| − | *Systems: The process used to add value. | + | *Systems: The [[process]] used to add [[value]]. |
*Skills: The capabilities of the various groups of people in the organization. | *Skills: The capabilities of the various groups of people in the organization. | ||
*[[Organizational Culture|Culture]]: The values, norms and assumptions that shape behavior. | *[[Organizational Culture|Culture]]: The values, norms and assumptions that shape behavior. | ||
Revision as of 17:26, 6 February 2021
Organizational Architecture is "a theory of the firm, or multiple firms, which integrates the human activities and capital resource utilization within a structure of task allocation and coordination to achieve desired outcomes and performance for both the short run and the strategic long run" (Burton and Obel, 2011a, 2011b).[1]
Elements and Misalignments of Organizational Architecture
The 5 Elements of Organizational Architecture[2]
Watkins identifies the five elements of organizational architecture:
- Strategy: the core approach the organization will use to accomplish its goals.
- Structure: How people are situated in units and how their work is coordinated.
- Systems: The process used to add value.
- Skills: The capabilities of the various groups of people in the organization.
- Culture: The values, norms and assumptions that shape behavior.
Identifying Misalignments of Organizational Architecture
Watkins identifies three common misalignments:
- Skills and strategy misalignments.
- Systems and strategy misalignments.
- Structure and systems misalignments.
See Also
Organization
Organizational Commitment
Organizational Commitment Questionnaire (OCQ)
Organization Design
Organizational Agility
Organizational Capability
Organizational Change
Organizational Change Management (OCM)
Organizational Culture
Organizational DNA
Organization Chart
Organizational Absorption
Organizational Configurations
Organizational Development
Three- Component Model Questionnaire (TCM)
References
- ↑ Definition: What is Organizational Architecture? ICOA
- ↑ What are the 5 Elements of Organizational Architecture? J.D. Meier