While Quinn and Rohrbaugh (1983) agreed with the fact that effectiveness or performance is a core element that calls for consideration in organizational analysis, they are of the opinion that the definitions of the factors contributory to effectiveness bring about confusion rather than clarity in understanding the underlying principles of effectiveness. This has in effect hampered the construct of a simple organizational model that will easily predict performance.
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This simplification brings about the definition of four models - human relations model, open system model, rational goal model and internal process model. A critical look at this outcome of this paper also suggests that the underlying principle behind model development is to check out what organization stands for. This talks about the statements of visions, guiding principles and regulations, operating rules and so on. In summary, this is akin to MacIntosh and MacLean’s (1999) deep structures. The ‘Deep Structures’ - the Guiding Light for Developing Simple Organizational Models
The papers reviewed in this work show an almost consistent view across board. Though the time interval of the papers ps through a period of over a decade, the views presented, when critically examined, display a level of consistency that goes beyond mere coincidence. Consequently, it can be posited that one major thing that needs be considered in developing simple operating models within the complex outlook of organizations is to consider the deep structures as defined by MacIntosh and MacLean (1999).
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