Organizational Dynamic Models

There are many models that provide an understanding of characteristics and dynamics of specific organizational disciplines (Rigsby, 2003). The Organization Dynamic Model presented in Rigsby links the many individual models together; so that one may understand how independent disciplines interrelate within an organization.

This model has three core drivers that must be aligned with each other in order for organizations to succeed in business. The first driver is organizational strategy, which is the blueprint of the organization. This answers questions such as what the business is doing now, and what it should be doing. The second driver is organizational design, which Rigsby states: “is the infrastructure imposed by management that employees must contend with in order to do their jobs”, (p.132). The third driver is organizational culture, which is a feeling at the company. Rigsby states: “culture is the outcome of the total set of beliefs, protocols, and practices that an organization maintains for prolonged periods of time” (p. 212).Organizations are made up of people with different thoughts and ideas, and with varying degree of potential and ability to work in individual and team environment. These individuals bring their own perceptions into the formal and informal groups within an organization. This can be beneficial in that individuals inject new ideas into the groups. However, problems can arise when assumptions clash and individuals are not managed correctly.

Organizations are made up of people with different thoughts and ideas, and with varying degree of potential and ability to work in individual and team environment. These individuals bring their own perceptions into the formal and informal groups within an organization. This can be beneficial in that individuals inject new ideas into the groups. However, problems can arise when assumptions clash and individuals are not managed correctly. This can cause a misalignment of the three core drivers.

Reference: Rigsby, J., & Greco, G. (2003). Mastering strategy. (1st.ed.). New York, NY: McGraw-Hill.