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According to most authors organizational architecture is a metaphor, like traditional architecture it shapes the organizational (some authors would say the informational) space where life will take place. It also represents a concept which implies a connection between the organizational structure with other systems inside the organization in order to create a unique synergistic system which will be more than just the sum of its parts.
Conventionally organizational architecture consists of the formal organization (organizational structure), informal organization (organizational culture), business processes, strategy and the most important human resources because what is an organization if not a system of people. The table shows some approaches to organizational architecture.
| Nadler & Tushman (1997) | Merron (1995) | Galbraith (1995) | Henning(1997) | Churchill (1997) | Corporate Transitions International (2004) |
|---|---|---|---|---|---|
| Vision, strategic goals and strategic management | Strategy | The role of the organization | Strategy | ||
| Informal organization | Organizational culture | Reward systems | Reward systems | Organizational culture | Organizational culture |
| Formal organization | Organizational structure | Organizational structure | Groupings | Organizational structure | Organizational structure |
| Business processes | Processes and lateral links | Business processes and work design | |||
| Human resources | Human resources | Human resource development | Communication |
The goal of organizational architecture is to create an organization which will be able to continuously create value for present and future customers, optimizing and organizing itself. Some under organizational architecture understand building blocks which are mandatory for the growth of the organization. To design an organization means to set up a stage where the drama of life will take place.
Read more about this topic: Organizational Architecture
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