Good morning to everyone.

This is Group 11 with our presentation on Organisational

Structure based on the time frame of the mid 1990s and the early 2000s.

Now, we would all have a broad idea about organisational hierarchy, but the 90s was
when information was treated as knowledge. There was tremendous amount of
information coming in and going out of any organisation. Therefore, this stand down
structure of command and control was not viable for smooth and cost-effective
functioning in these organisations. That is why the internet companies of the mid
1990s felt the need for borderless, networked, inverted, empowered, and non-
hierarchical organization.

1. Borderless can be defined to be not limited to just one person. Information

could be tackled by a group of individuals, saving time and making more
money in due process.
2. Networking increases in due fashion, causing more influx of new information.
3. Inverted because now the organisation is commanding how much information
is to be processed and the rate at which it is to be delivered.
4. This leads to strengthening of the structure and empowering the organisation
and breaking the hierarchy.

This is also why we term it as swarm intelligence or flock strategy.

Of course, all of this would lead to better implementation of:

 Strategies shifting from cost and volume-based sources of competitive

advantage to those focusing on increased value to the customer.
 Competitive strength would be derived from the skills, speed, specificity, and
service levels provided to customers.

We could also have:

 Cross-functional committees of associates meeting on a weekly basis to

address policy issues.
 Formal authority will be replaced by influence. Accountability will be
horizontal instead of vertical, which would be in alignment with Legitimate
power, exercisable by all employees. 
Hypertext org
The hypertext organization combines a highly hierarchical organizational
structure with the flexibility of management solutions supporting the conversion of
various types of knowledge. Thereby, it contains in its assumptions, solutions
corresponding to challenges of the knowledge age and management of knowledge
workers.

edge of chaos org

It is a place where the organization has just enough structure to stay cohesive,
preventing it from being pulled apart by competing internal and external forces.
Emphasis on just enough.

project based org

Project-based organizational structures borrow from those based on hierarchies,
functions and operations. They use a matrix organization where
essential company functions are maintained in a management structure, while the
work is carried out in project-based groups that have a hierarchical structure.

Example:
Communications and networking company Cisco has also been experimenting with
organizational structure over the past decade.

In the early 2000s, they created a structure that relied on myriad horizontally linked
functional groups, each housing experts in Cisco’s technologies such as routing,
switching, network management, and wireless.

Linkages occurred via boards and councils, which constituted a network of cross-
functional executive-level committees. By linking together different functional
groups, councils and boards were used as a means for Cisco to explore business
opportunities adjacent to its core business.
While the company recently transitioned to a matrix structure linking sales and
engineering groups, the emphasis on cross-functional work continues.

https://www.mckinsey.com/business-functions/organization/our-insights/the-organization-
of-the-90s#