organisational theories

Organisational theories
Frederick Taylor (1917) developed scientific management theory (often called “Taylorism”) at the beginning of this century. His theory had four basic principles: 1) find the one “best way” to perform each task, 2) carefully match each worker to each task, 3) closely supervise workers, and use reward and punishment as motivators, and 4) the task of management is planning and control. Although Fredricks theory of getting the best equipment and the best people for the job proved successful nearly a hundred years ago it has shown not to be successful in the modern society.  Lawrence and Lorsch (1969) studied how organizations adjusted to fit their environment. In highly volatile industries, they noted the importance of giving managers at all levels the authority to make decisions over their domain. Managers would be free to make decisions contingent on the current situation.
Chesterfield  College uses a co-coordinated organisational model whereby a cross functional teams sites centralized positions and various nodes such as business units, product teams or geographies be successful through training , education and support. This means that the central circle is aware of what each of the nodes are doing and provides a holistic experience to customers with centralized resources. However there are drawbacks to this model can be very costly.