When Do Organizations Need to Change (Part II)? Incongruence in Action*
Author
Entin, Elliot E.
Diedrich, Frederick J.
Kleinman, David L.
Kemple, William G.
Hocevar, Susan P.
Rubineau, Brian
Serfaty, Daniel
Date
2003-04-25Metadata
Show full item recordAbstract
Organizations that adapt to changes in their environment have a much better chance at
achieving their mission and performing well. When organizations do adapt they usually
alter their strategies, but rarely do they change their organizational structure even when
that structure no longer fits the mission. To identify the conditions that will be salient
enough to cause organizations to alter not only their strategies, but also their current
structures, we used a model-based design process to create mission scenarios that were
either matched (congruent) or mismatched (incongruent) with two organizational
structures (functional, divisional). We then examined measures over time to identify
ones that discriminated between congruent and incongruent conditions early in the
mission scenarios. Several measures of communications, performance and workload
appeared
Description
1999 Command and Control Research and Technology Symposium (CCRTS), June 29 - July 1, 1999, U.S. Naval War College, Rhode Island
Rights
This publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.Collections
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