In developing simple ‘effectiveness construct’, three underlying organizational domains are necessary - focus, structure and means-ends (Quinn and Rohrbaugh, 1983). Focus emphasizes on the interplay of forces between internal well-being of employees and external robustness of the organization itself, structure is a function of the interplay between maintaining stability and opting for flexibility and the means-ends domain describes what is emphasized as means and ends within the organization setting.
This simplification brings about the definition of four models - human relations model, open system model, rational goal model and internal process model. A critical look at this outcome of this paper also suggests that the underlying principle behind model development is to check out what organization stands for. This talks about the statements of visions, guiding principles and regulations, operating rules and so on. In summary, this is akin to MacIntosh and MacLean’s (1999) deep structures. The ‘Deep Structures’ - the Guiding Light for Developing Simple Organizational Models
The papers reviewed in this work show an almost consistent view across board. Though the time interval of the papers ps through a period of over a decade, the views presented, when critically examined, display a level of consistency that goes beyond mere coincidence. Consequently, it can be posited that one major thing that needs be considered in developing simple operating models within the complex outlook of organizations is to consider the deep structures as defined by MacIntosh and MacLean (1999).
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