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Summary: In other words, cellular organizations
Review: Dr. Kenneth McKenzie's work, The Organizational Hologram, is really about the development of a new type of business structure, the "cellular business structure"--which he calls "the organizational hologram". According to McKenzie, organizational holograms are organizations where all the parts and functions are repeated in each different part of the organization. McKenzie traces this type of structure all the way back to the Roman Empire, and shows that its basic structure was cellular (or holographic), not hierarchical as is often contended, and usually believed. For instance, in contrast to the traditional hierarchical view of the Empire (which really did come into existence through Diocletian and Constantine), the Empire had both senatorial provinces tied to the Senate, and imperial provinces tied to and controlled by the emperor's hand-picked governors. This type of structure contributed to Rome's adaptability over time, and thus to its longevity. Besides the pre-Constantinian Roman Empire, cellular structures can be seen in medieval monastic orders, such as the Benedictines, and in the guerrilla armies that have fought effectively in the modern West since the American revolution, and especially as developed by Mao-Tse-tung, General Giap, Chè Guevara, and other modern practitioners. Still, their application to business has been largely recent and idiosyncratic. Several principles govern this type of organization, including the fact that all functions are duplicated in each part of the organization. Moreover, these "cells" are linked, so that change and innovation can arise anywhere in the organization, and spread to anywhere else in the organization (a secret to the adaptability of such organizations). McKenzie develops a dozen or so such characteristics of these organizations, which I consider both excessive and unnecessary (seven should be the maximum number). Still, this book is the seminal work in a rapidly growing area of business organizational design. Others such as myself write and present on this important topic, but McKenzie both writes on it, and as a consultant implements such structures. McKenzie has published a follow-on article in one of the more recent volumes of the series, Current Topics in Management, titled, "A Theory for Managing Fast-Changing Organizations", where the basic outlines of this important thesis can be reviewed, and where he cites perfect business examples, such as McDonald's Corporation. As usual, McKenzie's work is lucid, thoughtful, and impeccably researched. I recommend it to anyone with a passion for understanding, analyzing, and implementing novel organizational structures.
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Summary: How to Build a Thriving Organization
Review: Mackenzie uses the metaphor of the hologram to explain the characteristics found within efficiently and flexibly adaptable organizations. Major concepts explored and explained are that 1.) organizations are dynamic, ever changing, 2.) "organizational processes are not random, but describable", and 3.) all processes are connected with other processes in the organization. This un-common sense approach examines a theory that considers both the organization as a structure and the relationships of associates within that organization. Congruency at the organizational level is vital but cannot exist long unless there is congruency at the associate level. These two types of congruency are "mutually dependent", that is to say, they reciprocally reinforce the other. This interdependence dynamically allows the organization to produce effectively. This book uses real life applications to explain how to understand and how to improve any organization. Written primarily with business organizations in mind, these concepts are highly transferrable to education, government agencies, and non-profit agencies. I highly recommend this book to all readers!
Rating:
Summary: How to Build a Thriving Organization
Review: Mackenzie uses the metaphor of the hologram to explain the characteristics found within efficiently and flexibly adaptable organizations. Major concepts explored and explained are that 1.) organizations are dynamic, ever changing, 2.) "organizational processes are not random, but describable", and 3.) all processes are connected with other processes in the organization. This un-common sense approach examines a theory that considers both the organization as a structure and the relationships of associates within that organization. Congruency at the organizational level is vital but cannot exist long unless there is congruency at the associate level. These two types of congruency are "mutually dependent", that is to say, they reciprocally reinforce the other. This interdependence dynamically allows the organization to produce effectively. This book uses real life applications to explain how to understand and how to improve any organization. Written primarily with business organizations in mind, these concepts are highly transferrable to education, government agencies, and non-profit agencies. I highly recommend this book to all readers!
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