This document discusses organizational structures and how to move from complex organizations with simple jobs to simple organizations with complex jobs. It describes a traditional functional structure with separate functions (F1, F2, etc.) and orders (O1, O2, etc) flowing through. This leads to more complexity, less flexibility, and increased probability of disturbances over time. Alternatively, it presents a model of self-regulating district teams that provide integrated care for clients within a district to create more autonomy and multi-functional roles. The goal is to decentralize control, integrate tasks across functions, and create flow rather than separate functions.

1. FOR REINVENTING ORGANIZATIONS
© BENNY CORVERS – PREPARED MIND 2014

2. WORKPLACE
planning
materials
tools
quality
work preparation
parts
DELIVERY

4. disturbance or
control problem
personal
organizational
internal
external
continuous
periodic

5. Y Y Y
internal
control?
external
control?
periodic
control?
unsolved
problem
informal or
hidden control?
DISTURBANCE
disturbance solved
N N N
behaviour: absence
attitude: alienation
feeling: stress
N
system losses
increased supervision,
formalization &
specialization
less flexibility
more complexity
increasing
probability of
disturbances
Y

6. COMPLEX ORGANIZATIONS WITH SIMPLE JOBS
MANAGEMENT SUPPORT
REGISTRATION
INTAKE/DIAGNOSIS
PLANNING
X1…n A B C D E F X1…n

8. DISTRICT CARE HOLLAND
Self regulating district teams
integrated care for similar clients (the same district)
with different care needs
Head office (about 40 staff)
web community
District
Team
District
Team
District
Team
District
Team

9. TOWARDS SIMPLE ORGANIZATIONS WITH COMPLEX JOBS
FUNCTIONAL STRUCTURE
FLOW-BASED
STRUCTURE
Function1 F2 Fn
Order 1
O2
On
…
…
DISTRICT 1
DISTRICT 2
DISTRICT N
multi-skilled
client-centered
high autonomy multi-functional

10. CREATE FLOW
INTEGRATE TASKS
DECENTRALIZE CONTROL