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• W2189392120 abstract "This paper describes a new way of thinking. Traditionally organising is based on the allocation of people and resources to departments. Whereas the environment is becoming more complex, the increase of flexibility comes to a halt. Many scholars attempted to overcome problems originated by the gap between market demand and performance criteria in relation to flexibility. Just-In-Time principle is leading in the new crux. This principle can be used for people as well as it is working for resources. This idea offers possibilities to renew the view of organising. be really flexible and make flexibility perpetual, the current view of allocating needs to be unlearned, so the static view of departments as tangible organs to which people and resources are allocated can be replaced by the new process view. So, departments no longer can be the crux of organising. Processes are the perpetual flexible way of organising. People are a resource for a firm, and therefore can be organised Just in Time. separation of management and execution is rejected and translated into multilevel operation. But what went wrong? Why are we still organising in a traditional way? What can we do to change? To encourage economic change, it is not enough to call on business leaders to be more innovative. Policymakers must themselves be willing to experiment with new institutional arrangements (Paul Romer) What has ameliorated since the second industrial revolution? Since Taylor introduced The Principles of Scientific nearing the end of the second industrial revolution (1871-1914), many things have changed. Organising work changed from implicit to explicit. Efficiency was the new spearhead by using explicit tasks based on scientific studies, using explicitly selected and trained people, cooperating with the workers and the separation of management and execution (Taylor 1911). result was enormous; efficiency improved spectacularly, which resulted in mass-production. downside of the desire to improve efficiency was a significant diminution of differentiation of product choice for customers. This is best summarized by the famous statement of Henry Ford: Whatever colour you want, as long as it is black. But, there were more losses resulting the urge to efficiency, workers found their work monotonous, the most efficient way of work by one person did not necessarily stem with other's way of working. So, different methods for work occurred at the same time and workers felt discouraged by their monotonous work. economic interests of workers and management were rarely identical. During this second industrial revolution the views of management changed. Attempts to overcome these disadvantages resulted in many new ideas and views of management. Schumpeter (1934) introduced the Entrepreneurial school of thought in which he stated that entrepreneurs could determine the environment with vision and thus the profit. By this, good plans were crucial to firm and its environment. gap between workers and management increased significantly. Lindblom (1939) introduced the Learning school though as opposite to the possibility of environmental control of management. This school viewed environment as too comprehended to manage. Management should not take policy decisions and so evolve by the movements of its environment. environment will decide which way the firm will go in the future, evolution is to be followed, not to be devised. In 1965 Andrews oscillated back to possibility of complete control by proclaiming grand strategy (by the hand of the entrepreneur) to be the answer. grand strategy" @default.
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• W2189392120 date "2007-01-01" @default.
• W2189392120 modified "2023-09-27" @default.
• W2189392120 title "Processes as crux for perpetual flexibility. (Money does not buy flexibility)" @default.
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