Organisation - Revision history

TiberiusB: /* Todo */

2026-07-03T18:36:21Z

Todo

TiberiusB: /* Organization and individual behaviour */

2026-07-03T18:11:18Z

Organization and individual behaviour

TiberiusB: /* Organizational structure */

2026-07-03T18:08:03Z

Organizational structure

TiberiusB at 17:43, 3 July 2026

2026-07-03T17:43:20Z

TiberiusB: /* Organization and individual behaviour */

2026-07-03T17:15:58Z

Organization and individual behaviour

TiberiusB: /* Alternative views and definitions */

2026-07-03T17:08:14Z

Alternative views and definitions

TiberiusB: /* Alternative views and definitions */

2026-07-03T17:06:52Z

Alternative views and definitions

TiberiusB at 19:32, 19 April 2026

2026-04-19T19:32:47Z

TiberiusB: /* See more */

2026-02-20T18:39:13Z

TiberiusB at 18:37, 20 February 2026

2026-02-20T18:37:11Z

← Older revision		Revision as of 18:36, 3 July 2026
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	=Todo=		=Todo=
−	* ~~Import more info~~ from ~~[https://www~~.~~economicsdiscussion.net/organisation/organisation-definitions/32336 this source]~~	+	* Propagate distinction "groups of individuals" (complex system) from "structure" as organization.

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 The structure also specifies division of work/labor and shows how different functions or activities are linked; to some extent it also shows the level of specialization of work activities. It also indicates the organization's authority structure and shows its reporting relationships. These are horizontal as well as vertical relations.
-=Organization and individual behaviour=
+=Organization and individual behavior=
-We speak about unintended consequences when a group of individuals design an organization (its structure) with the intent to respect and reinforce a set of values for its members, but in turn everyone experiences an opposite effect.
+In essence, we need to distinguish between organization as a ''group of individuals'' and organization as ''structure'', ''process''. The ''group of individuals'' is what exists. It is the substrate of the organization. It is the complex, living thing. The organizational or procedural aspects can be seen as ''boundary conditions'', as ''constraints'' on the ''group of individuals''. Rules are processed by individuals who decide to change their behavior, either to align their actions with the rules or to do the opposite, and everything in between. Rules coupled with incentives (positive and negative) shape individual behavior. This determines how the the entire group behaves, flows, deploys in space and time. Rules, structure, methods, processes, are mechanical ''formal structures'' instituted by individuals. They are not the ''group of individual'', but they determine the ''organization as process''.
-In essence, we need to distinguish between organization as a ''group of individuals'' and organization as ''structure'', ''process''. The group of individuals is what exists. It is the substrate of the organization. It is the complex, living thing. The organizational or procedural aspects can be seen as boundary conditions, as constraints on the group of individuals. Rules are processes by individuals who decide to change their behavior, either to align their actions with the rules or to do the opposite, and everything in between. Rules coupled with incentives (positive and negative) shape individual behavior. This determines how the the entire group behaves, flows, deploys in space and time. Rules, structure, methods, processes, are mechanical formal structures instituted by individuals. They are not the group of individual, but they determine the ''organization as process''.
+We speak about ''unintended consequences'' when a group of individuals design an organization (its structure) with the intent to respect and reinforce a set of values for its members / afffiliates, but in turn everyone experiences an opposite effect.
 =Organization and property=

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 An OVN is an ''emergent organization'', which means that its ''structure is evolving from its activities, within a context'', and may change as its interactions with its environment changes (capacity to adapt).
-If we consider organizations as [[living systems]] the structure doesn't completely describe the organization, as the organization is not a machine, it doesn't run like a clock or like a car. The structure is ''a set of boundaries that constrain processes in a way to diminish the probability that the organization exhibits some undesired behavior''. Within these boundaries the organization can evolve and its or future states, which determine its behavior, is not entirely determined by its structure.  The organization remains ''a complex and emergent entity'', with behavior that cannot be entirely predicted from its structure or future states. Thus, the structure under-specifies the organization. The main goal in formalizing a structure (make it visible in a coherent and consistent way) is to be able to use this representation as a guide when it comes to organizing activities, in order to maximize organizational welfare and help individuals better achieve their goals.
+If we consider organizations (groups of individuals) as [[living systems]], the structure doesn't completely describe the organization, as the group of individuals is not a machine, it doesn't function like a clock or like a car. The structure is ''a set of boundaries that constrain processes in a way to diminish the probability that the organization exhibits some undesired behavior''. Within these boundaries, the organization can evolve. Its future states, which determine its behavior, are not entirely determined by its current structure.  The group of individuals remains ''a complex and emergent entity'', with behavior that cannot be entirely predicted from its structure or its future states. Thus, the structure under-specifies the organization. The main goal in formalizing a structure (make it visible in a coherent and consistent way) is to be able to use this representation as a guide when it comes to organizing activities, in order to maximize organizational welfare and help individuals better achieve their goals.
-The structure determines relationships among agents who are involved in processes (who perform organizational tasks and duties), and among agents and resources. Organizational tasks are clustered into roles, which are clustered into areas/domains of activity (equivalent to departments in traditional organizations). Example of general / procedural domains are: Process, Capacity, Deliverables, Dissemination. These fundamental domains are applied to other domains such as R&D, artistic work, communications, etc.
+The structure determines relationships among individuals who are involved in processes (who perform organizational tasks and duties), as [[agents]], and among these [[agents]], [[resources]] and [[sources]]. Organizational activities / tasks are clustered into [[roles]], which are clustered into areas/domains of activity (equivalent to departments in traditional organizations). Example of general / procedural domains are: Process, Capacity, Deliverables, Dissemination. These fundamental domains are applied to other domains such as R&D, artistic work, communications, etc.
-Through governance, structure also informs relations of authority-responsibility are also called vertical relations, involved in hierarchies. In OVNs authority is based on reputation, which has dimensions of demonstrated knowledge and experience, commitment, etc. Authority is understood in context, for a limited time, as no permanent authority exists in OVNs.
+The [[governance]] structure also informs relations of authority-responsibility, which are also called ''vertical relations'', involved in hierarchies. In OVNs, authority is based on [[reputation]], which has dimensions of demonstrated knowledge and experience, commitment, etc. Authority is understood in context, for a limited time, as no permanent authority exists in OVNs.
 Relations between areas/domains of activity are called horizontal relations.

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-Is a [[Collective form]].
+Is a [[Collective form]]. When we talk about organization we need to make the distinction between the group of individuals, which is a physical complex system, a living system that we can only partially understand, shape and manage, and formal structures that we build on top of that, as layers of boundary conditions or constraints, which determine how the group of individuals behaves.
-Organizations are [[living systems]].
+Organizations are determined by their sphere of activities, mission and goals, economic reality, etc.
-We can distinguish between the [[agents]] and the [[organizational structure]], which is a set of formal elements such as rules, methods, tools, roles, etc.
+The individuals part of an organization maintain relations with other individuals in other contexts that can be far removed from the specific context of activities of the organization. These cross organization relations form the basis of what [[Verna Allee]] called value networks. Individuals are specific [[agents]] in these specific contexts: a father/mother at home, an engineer at work, a coordinator in the neighborhood community.
 =Alternative views and definitions=
-The term ''organization'' can be defined in a number of ways, such as a '''''process''''', as a '''''structure of relationships''''', as a '''''group of persons''''', as a '''''[[open dynamic system]]''''' and so on. ''Structure'' and ''process'' are two complementary and strongly interrelated views of the organization. Organisation can be seen as a ''structured, on-going process'' that defines how to achieve pre-defined goals.
+The term ''organization'' can be defined in a number of ways, such as a '''''process''''', as a '''''structure of relationships'''''. ''Structure'' and ''process'' are two complementary and strongly interrelated views of the organization. Organisation can be seen as a ''structured, on-going process'' that defines how to achieve pre-defined goals.
 * An ''instrument'' for achieving organizational ''goals''
 * A ''process'' of fixing ''duties'' and ''responsibilities'' (i.e. [[roles]]) of [[agents]] in an enterprise so that shared ''goals'' are achieved
 * A ''coordinating'' point among various [[agents]] for the attainment of enterprise ''goals''
-* Helps in ''efficient'' utilization of ''resources'' by dividing the ''duties'' of various agents (role [[allocation]])
+* Helps in ''efficient'' utilization of ''resources'' by dividing the ''duties'' of various [[agents]] (role [[allocation]])
-* The creation of ''relationship'' among persons and work so that it may be carried on in a better and ''efficient'' way
+* The creation of ''relationship'' among individuals and work so that it may be carried on in a better and ''efficient'' way
-* The ''mechanism'' developed to unite the efforts of the people in order to realize the set ''objectives''.
+* The ''mechanism'' developed to unite the efforts of the individuals in order to realize the set ''objectives''.
-Generates a sense of purpose or goal, is driven, is a [[venture]], an enterprise, projected in the future, something to be achieved.  Identification/surfacing of rewards and [[benefits]]. Presence of ''[[planning]]'' for effective execution, defined [[roles]], ''duties'', ''tasks'' for every [[role]], relationships between roles, and between roles and [[resources]] and [[processes]], [[allocation]] of ''members'' ([[affiliates]]) to roles. Identification of [[authority]] and [[responsibility]].
+Generates a sense of purpose or goal, is driven, is a [[venture]], an enterprise, projected in the future, something to be achieved. Identification/surfacing of rewards and [[benefits]]. Presence of ''[[planning]]'' for effective execution, defined [[roles]], ''duties'', ''tasks'' for every [[role]], relationships between roles, and between roles and [[resources]] and [[processes]], [[allocation]] of ''members'' ([[affiliates]]) to roles. Identification of [[authority]] and [[responsibility]].
-“... the process of identifying and grouping the work to be performed, defining and delegating responsibility and authority, and establishing relationships for the purpose of enabling people to work most effectively together in accomplishing objectives.” — Louis A. Allen
+“... the process of identifying and grouping the work to be performed, defining and delegating responsibility and authority, and establishing relationships for the purpose of enabling individuals to work most effectively together in accomplishing objectives.” — Louis A. Allen
 =Organization through metaphors=
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 * The '''political system''' metaphor encompasses stakeholder theories, diversity of interests, and conflict and power in organizations
 * The '''psychic prison''' metaphor draws from psychoanalytical theories to examine the psyche, the unconscious, and ways that organizations entrap their members.
-* The '''flux and transformation''' metaphor emphasizes processes, self-reference and unpredictability through embracing theories of autopoiesis, chaos and complexity in organizations.
+* '''The '''flux and transformation''' metaphor emphasizes processes, self-reference and unpredictability through embracing theories of autopoiesis, chaos and complexity in organizations.'''
 * The '''instrument of domination''' metaphor draws from Marxist and critical theories to highlight exploitation, control and unequal distribution of power performed in and by organizations.”
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 * Step 1: Determination and classification of [[OVN]]’s activities.
-* Step 2: Grouping of the activities into [[roles]] and clusters of [[roles]].
+* Step 2: Providing capacity for [[roles]] and clusters of [[roles]] to emerge.
-* Step 3: Design of the [[role system]] and specification of the flow of [[agents]] to [[roles]]. Assignment of [[roles]] when necessary.
+* Step 3: Abstracting [[role system]] and specification of the flow of [[agents]] to [[roles]]. Assignment of [[roles]] when necessary.
 * Step 4: Surface relations between [[roles]]
 * Step 5: Framing policies for proper coordination between [[roles]], peer review.

← Older revision		Revision as of 17:15, 3 July 2026
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	We speak about unintended consequences when a group of individuals design an organization (its structure) with the intent to respect and reinforce a set of values for its members, but in turn everyone experiences an opposite effect.		We speak about unintended consequences when a group of individuals design an organization (its structure) with the intent to respect and reinforce a set of values for its members, but in turn everyone experiences an opposite effect.
		+
		+
		+	In essence, we need to distinguish between organization as a ''group of individuals'' and organization as ''structure'', ''process''. The group of individuals is what exists. It is the substrate of the organization. It is the complex, living thing. The organizational or procedural aspects can be seen as boundary conditions, as constraints on the group of individuals. Rules are processes by individuals who decide to change their behavior, either to align their actions with the rules or to do the opposite, and everything in between. Rules coupled with incentives (positive and negative) shape individual behavior. This determines how the the entire group behaves, flows, deploys in space and time. Rules, structure, methods, processes, are mechanical formal structures instituted by individuals. They are not the group of individual, but they determine the ''organization as process''.

	=Organization and property=		=Organization and property=

← Older revision		Revision as of 17:08, 3 July 2026
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	* The ''mechanism'' developed to unite the efforts of the people in order to realize the set ''objectives''.		* The ''mechanism'' developed to unite the efforts of the people in order to realize the set ''objectives''.

−	Generates a sense of purpose or goal, is driven, is a venture, an enterprise, projected in the future, something to be achieved. Identification/surfacing of rewards and benefits. Presence of ''planning'' for effective execution, defined [[roles]], ''duties'', ''tasks'' for every [[role]], relationships between roles, and between roles and resources and processes, [[allocation]] of ''members'' to roles. Identification of [[authority]] and [[responsibility]].	+	Generates a sense of purpose or goal, is driven, is a [[venture]], an enterprise, projected in the future, something to be achieved. Identification/surfacing of rewards and [[benefits]]. Presence of ''[[planning]]'' for effective execution, defined [[roles]], ''duties'', ''tasks'' for every [[role]], relationships between roles, and between roles and [[resources]] and [[processes]], [[allocation]] of ''members'' ([[affiliates]]) to roles. Identification of [[authority]] and [[responsibility]].

← Older revision		Revision as of 18:39, 20 February 2026
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	=See more=		=See more=
−	Import more info from [https://www.economicsdiscussion.net/organisation/organisation-definitions/32336 this source]	+	* [[Collective forms]]
		+
		+	=Todo=
		+	* Import more info from [https://www.economicsdiscussion.net/organisation/organisation-definitions/32336 this source]