Organizational & Hierarchy (demand side)

Description

An organization (or organisation — see spelling differences) is a social arrangement which pursues collective goals, which controls its own performance, and which has a boundary separating it from its environment.

Enterprise architecture has a big impact on office structure and function. As the demand side of human resource and rule settler of office, functions of organization mainly work on the areas of design rules and disciplines, build up hierarchy, select and manage employees and dispute working process.

Enablers

1. Flat organization structure trend;
2. More communication between top management and front desk employees;
3. Internal and external network;
4. Leadership development;
5. Laws and disciplines set up by countries and organizations to protect the labor force.
   

Inhibitor

1. Information asymmetry between demand and supply;
2. Mismatch between the skills and other attributes of the labor force and employers;
3. Bureaucracy and complex organization structure;
4. Bias in organization;
5. Protest and strik for unfair management;
6. Resource and capital shortage.
7. Unfair employment contract.
   

Paradigms

1. Informativeness Principle
2. Incentive-Intensity Principle
3. Monitoring Intensity Principle
4. Equal Compensation Principle
5. A linear model
6. Nonlinearities
7. Unilever wants to create a creative and active environment for its employees.

The office building De Brug (The Bridge) in Rotterdam was built above part of the existing Unilever Bestfood Nederland buildings on the Nassaukade. The building rests on three supports, 25 m above ground level. The total project consists, besides De Brug, of a parking block integrating offices and other functions as well. Unilever Bestfood Nederland will be housed in the building. In the office, people even have no restrictions and could paint a real 'Lastplak' office.

1. 2007 “black Tuesday” strike in France.
2. 2007~2008 WGA strike in America.

Experts

1. Max Weber
2. Frederick W. Taylor
3. Maslow
4. Hertzberg
5. Henri Fayol
6. Chester Barnard

Timing

Lazear (1996) saw productivity rising by 35% (and wages by 12%) in a change from salary to piece rates, with a third of the productivity gain due to worker selection effects. Paarsch and Shearer (1996) also find evidence supportive of incentive and productivity effects from piece rates, as do Banker, Lee, and Potter (1996), although the latter do not distinguish between incentive and worker selection effects. Fernie and Metcalf (1996) find that top British jockeys perform significantly better when offered percentage of prize money for winning races compared to being on fixed retainers. McMillan, Whalley and Zhu (1989) and Groves et al (1994) look at Chinese agricultural and industrial data respectively and find significant incentive effects. Kahn and Sherer (1990) find that better evaluations of white-collar office workers were achieved by those employees who had a steeper relation between evaluations and pay. Nikkinen and Sahlström (2004) find empirical evidence that agency theory can be used, at least to some extent, to explain financial audit fees internationally.

Reference

http://en.wikipedia.org/wiki/Organization
http://ot.cavarretta.com/
http://www.deerns.com/projects/offices_multifunctional_buildings/de_brug_rotterdam_head_office_unilever.php
http://en.wikipedia.org/wiki/Principal-agent_problem