# data[].attributes.body
Generally fall into one of three configurations:

1. The impulsive firm

2. The stagnant bureaucracy

3. The headless giant

# data[].attributes.headline
Web builds from the center out-working more like a spider, spinning new threads of connection & reinforcing existing strands

# data[].attributes.subject
Web builds from the center out-working more like a spider, spinning new threads of connection & reinforcing existing strands

# data[].attributes.body
Women tend to put themselves at the center of their organizations rather than at the top

# data[].attributes.body
A loose, flexible, self-renewing organic form tied together primarily through lateral means.

Usually found in a diverse, freewheeling environment-functions as an "organizational tent"

Advertising agencies & Recording industry

# data[].attributes.body
Bulk of work done in quasi-autonomous units

Economies of scale, resources & responsiveness while controlling economic risks

Cat-and-mouse game b/w headquarters & divisions (HQ wants oversight, while divisional managers try to evade corporate control)

Johnson & Johnson

# data[].attributes.body
Operating core relatively large

Few managerial levels exist between strategic apex & the professors, creating flat decentralized profile

Hard to exercise greater control over operating core

Harvard University

# data[].attributes.body
Members of strategic apex make the big decisions

Managers & standardized procedures govern day-to-day operations

Large support staffs

Sizable technostructure

McDonald's

# data[].attributes.body
Only two levels:  Strategic apex & an operating level

Direct supervision & oversight

Small "mom-and-pop" operations

# data[].attributes.headline
Principles of Successful Structural Change

# data[].attributes.subject
Principles of Successful Structural Change

# data[].attributes.body
Do the hard work of carefully studying existing structure & processes so you fully understand how things work--and what wasn't working

Develop new conception of organization's goals & strats attuned to the challenges & circumstances

Design new structure in response to changes in strategy, technology & environment

Experiment as you go along, retaining things that work & discarding those that do not

# data[].attributes.body
Perform tasks that support or facilitate the work of others (Nurses, Secretaries, Custodians, Food Service Workers, Bus Drivers)

# data[].attributes.body
Specialists, Technicians, Analysts (Accounting, QC, Auditing Services)

# data[].attributes.body
Middle Line:  Managers, Principals, Factory Supervisors
Strategic Apex:  Senior Managers, Superintendents & School Boards, Senior Executives, Board of Directors

# data[].attributes.body
Workers who produce or provide products or services to customers or clients (teacher, assembly-line workers, flight crews, docs or nurses)

# data[].attributes.body
If people abdicate their responsibilities, performance suffers

Adhering too rigidly to policies or procedures can be equally harmful

# data[].attributes.body
Sometimes, few people know what the goals are

Other times, people cling closely to goals long after they've become irrelevant or outmoded

# data[].attributes.body
If structure too loose, people go astray, with little sense of what others are doing

Rigid structures stifle flexibility & encourage people to waste time trying to beat the system

# data[].attributes.headline
Excessive Autonomy vs. Excessive Interdependence

# data[].attributes.subject
Excessive Autonomy vs. Excessive Interdependence

# data[].attributes.body
When efforts are too autonomous, people often feel isolated

If too tightly connected, people are distracted & spend too much time on unnecessary coordination

# data[].attributes.body
If unclear about what to do, employees will often tailor their roles to fit personal preferences rather than to meet system-wide goals

When responsibilities are over-defined, people conform to prescribed roles rigidly, regardless of how much service or product suffers

# data[].attributes.body
If employees have too little work, they become bored & get in the way

Overloaded employees can't function as well due to time constraints

# data[].attributes.body
If key responsibilities aren't clearly assigned, impt. tasks fall through the cracks

Roles & activities can overlap, creating conflict, wasted effort & unintended redundancy

# data[].attributes.body
Tension b/w assigning work & synchronizing efforts

More complex a role structure, harder it is to sustain a focused, tightly coupled enterprise (you'd need to add lateral strategies as well)