Designing Organization Design: A Human-Centred Approach

Description

As a topic, organization design is poorly understood. While it is featured in most management books as a chapter dedicated to organizational structures, it is unclear whether organization design is a one-off event or an ongoing process. Thus, it has traditionally been understood to be the same as an organizational configuration, with neat lines of communication and distribution of responsibilities following pre-set typologies. Yet what can be said to constitute organizational structure in this first half of the 21st century? The extraordinary growth of digital communications, the decreasing relevance of hierarchical bureaucracies, and the general demise of command-and-control have all but decimated the traditional notion of organizational structure. Organization design needs a theoretical revamping. Using a mix of design and social science theories and concepts, Rodrigo Magalhães outlines a new human-centric interpretation of design, design principles, and design culture. He puts forward a paradigm where the organization, for purposes of its design, is considered to be a social actor in a permanent state of transformation, with significant repercussions for social and economic life. He also proposes a model of 'leaderful organization design', distinguished as practice-based, guided by values of democratic participation, and driven by design logics which places meaning-making and meaning-taking at the center of organizational life and can be adopted and adapted to suit different environments. Cover Designing Organization Design: A Human-Centred Approach Copyright Preface Endorsements Acknowledgements Contents List of Figures and Tables Figures Tables Introduction: Organization Design in Need of a New Paradigm Challenges for Organizations and their Design Some Emerging Alternative Views So, What Is Organization Design? The Move towards Design Outlining the New Approach Organization Design as Design Organization Design as Meaning Organization Design as Practice A Model of Logics and Processes of Organization Design The Logics The Processes Leaderful Organization Design The Rest of the Book 1: From the Design of Structures to the Designing of Organizations: Past Trends and Future Directions Introduction Contingency and Configuration The Simonian Influences in Organization Design The ‘Design’ School of Strategic Thought and the Critique of Strategic Planning Organization Design as Information Processing Institutional Organization Design Cognitive, Situated, and Generative Approaches Generative Organization Design Systemic Approaches from Business Economics Towards the Future Design Thinking The Manager as the Organizational Designer The Turn towards Language and Meaning as the Focus ofManagerial Action Conclusion 2: A Design-Driven Epistemology for Organization Design: Design-as-Meaning and Design-as-Practice Introduction Design as the First Tradition Design-as-Meaning Social Constructionism at the Roots of Design-as-Meaning Design(-as-Meaning) Applied to Organization Design Buchanan’s Orders as a Move towards Design as Multidimensional Meanings Boland’s Notion of Design Punctuation and the Role of Meaning in Managerial Action Giacomin’s Hierarchy of Human-Centred Design Highlighting Meanings as Shapers of the Entire Organizational System Design-as-Practice Activity Theory Laying Down the Linkagesbetween Practice and Meaning A Caveat from Practice Theory Davidson’s Theory of Meaning as the basis of the organization’s institutionalized knowledge system Adapting Davidson’s Triangular Theory to Organizational Meaning-Making (1) Managerially Generated Intended Meanings (Objective Meanings) (2) Organizationally Generated Emergent Meanings (Subjective Meanings) (3) Beneficiaries Generated Perceived Meanings (Intersubjective Meanings) Conclusion 3: The Ontological Bases: Intended, Emergent, and Perceived Organizational Knowledge-qua-Design Introduction The Birth of Organization Design: Entrepreneurial and Resource-Based Geneses of the Firm Organizational Knowledge-qua-Design behind the Evolution of the Organization’s Design Organizational Knowledge as Organizational Design The Ontological Model Perceived Design: Organization as Social Actor Manifestations of Perceived Organization Design Intended Design: Top-Down Deployment of Managerially Inspired Artefacts Emergent Design: Bottom-Up, Routine-Based Formation of Organizational Knowledge, Competence and Capabilities Routines as Generative Systems Communities of Practice Contributing to the Binding of Organizational Knowledge Identity and Learning as the Invisible Hands of Coordinated Activity Studies of Strategy-as-Practice as Exemplars of Emergent Design Higher Level Routines: Dynamic Capabilities and the Emergence of Organizational Design Remembering Contexts as the Crucial Enabler Conclusion 4: Bridging between Organization Design as a Noun and as a Verb: Formative Affectual Contexts and Design Trace Introduction Formative Contexts The Sociomaterial Component The Cognitive Component The Cultural Component Formative Context as Collective Minds Renewed Foundations of Formative Affectual Contexts Weick’s Organizational Sense-Making Enactive Cognition and Participatory Sense-Making Sense-Making and the Role of Affect Affect from the Viewpoint of Practice Theory The Design Trace Conclusion 5: Deriving Five Human-Centred Logics of Organization Design Introduction What are ‘Organization Design Logics’? Systemic Design Institutional Isomorphism Systems Design Logics Extant Organization Design Logics, Dimensions or Elements A Critical Comment about Table 5.1 Market Structure Sociorelational Cognitive Democratic Establishing a Set of Design Priciples and Integrating Them with Krippendorff’s (2011) Human-Centred Design Axioms Design as Meanings (Ordinate and Superordinate) Meaning is the Only Reality that Matters Design as Desiderata Design Is Informed by Explorations, Not Re-search Design as Service Artefacts Create and Are Created in Networks of Stakeholders Artefacts Survive or Fail in Language Design Must Be Delegated Design as Systemics Interactivity Replaces Materiality Technology Thrives in Heterarchy, Not Hierarchy Design as Ethics A Science for Design Must Be a Second-Order Science Professional Design Advances with its Design Discourse Identifying New Trends in Management and Organization that Reflect the Concerns of Human-Centred Design Organizational Identity and Identification Service-Dominant Logic Effectuation Theory Interactivity and Organizational Structure Stakeholder Theory and Ethics Proposing Five New Organization Design Logics The Logic of Identity and Identification The Service Logic The Logic of Effectual Reasoning The Logic of Interactive Structure The Normative Logic Conclusion Epilogue: Summarizing and Integrating the Five Logics Integrating the Five Logics 1. The Identity and Values Interface 2. The External Interface 3. The Internal Interface 6: The Logic of Identity and the Normative Logic Introduction Some Relevant Features of Organizational Identity Identity as Internal and External Sense-Making Superordinate Organizational Identity: The Macro Level Identification: The Micro Level Identities as Intermediate Levels of Meaning Generation A Process Model of Organizational Identity Self-Descriptions Reputation Image Identity Orientation and Organization Design Change The Identity Orientation Construct Individual Identification with the Organization Changes in Organizational Relationships Leading to Changes in the Perception of Organization Design Organizational Legitimacy The Normative Logic: Stakeholder Theory The Relational Character of Stakeholder Theory The Theory’s Normative and Managerial Core Relational Leadership as the Implementation of the Normative and Managerial Core The Orthodoxy of Shareholder Capitalism . . . . . . and the Innovation of Stakeholder Capitalism Conclusion Epilogue: Advancing the Organization’s Normative Logic with Organization Design Discourse 7: The Service Logic and the Logic of Effectual Reasoning Introduction The Service Logic The Service-Dominant Logic The Customer is Always a Co-Creator of Value All Economic and Social Actors are Resource Integrators Value is Uniquely Determined by the Beneficiary,Phenomenologically and Experientially The Meaning Dimension Design- or Meaning-Driven Innovation The Building Blocks of Meaning-Driven Innovation Changes in Sociocultural Regimes and Models A Networked Research Process Design Discourse Designers as Brokers of Languages and as Gatekeepers of Sociocultural Change Meaning-Driven and Technology-Push Innovation Combining to Create New Markets The Messages for Organization Design The Logic of Effectual Reasoning Effectuation versus Causation The Nature of the External Interface Integrating Effectuation and Service as Design Logics The Birth of Service (Start-Up Phase) The Growth of Service (Post-Start-Up Phase) The Effectual Basis of Service Innovation Effectual Reasoning as Mental Disposition: Corporate Effectuation as a Tool of Organization Design The Domination of (Strategic) Planning Exploration versus Exploitation (or Re-search) Corporate Effectuation and Entrepreneurial Firms Conclusion 8: The Logic of Interactive Structure Introduction Hierarchy and Heterarchy Structure Structure and Structuring The Sociomateriality of the Organization’s Digital Infrastructure Interactivity Interactivity and Generativity Improvisation Hatch’s (1999) Jazz Metaphor Interactive Structure The Structuration of Formal and Informal Structure The Role of Technology Interaction Types and Design Challenges in Organizations Pulling Together the Elements of Interactive Structure Conclusion 9: Leaderful Organization Design: Moving Organizations Closer to a Human-Centric Paradigm Introduction Design Thinking, Organizational Culture, andLeadership Leadership as Relational Meaning-Making Leadership-as-Practice (L-A-P) Meaning-Making Democratic Leadership and Leaderful Practice L-A-P as Promoter of Democratic Leadership Leaderful Practice Design Culture The Role of Social Constructionism in the Move Away from Contingency and towards a Culture of Design Global, Local, and Organizational Design Culture Towards a Culture of Human-Centric, Leaderful Organization Design(ing) The Feeling that Something has to be Done Leaderful Organization Design(ing) Practice-Based Meaning-Making and Meaning-Taking Democratic Participation with Character Driven by Design Logics Enacted through Formative Affectual Contexts Conclusion Conclusion: A New (Design) Discourse for Organization Design Distinguishing Designing from Managing andcStrategizing Organization Designing Competencies Strategizing Managing Designing Organization Design References Index