Organization Changes

Disaster and Recovery

Table of Contents

Introduction3

Discussions3

Bureaucratic organization3

Network Model for organization4

Conclusion5

Introduction6

Background6

Discussions7

History of Katrina Hurricane7

Incident Comment System8

Effective Management of Emergency Response9

Conclusion9

Bureaucratic organization and the network model based organization

Introduction

Bureaucratic organization focuses on four main features: structure, rules, specialization, and competence. Specially, bureaucracy consists of the following: A hierarchical, well-defined chain of command, a system of written rules and procedures for dealing with work activities, Division of labor based on specialized training and experience, Recruitment of officials and work assignments based on technical competence (Thomas & Christopher, 2008).

The structure of the network model based organization is based on democratic decision making. Every employee has right to take part in organization's decision. This model is applying in most developed organization (Thomas & Christopher, 2008).

Discussions

Bureaucratic organization

Leadership in Bureaucratic Organizations

Leader as the first official of the enterprise—a full-time, paid, highly trained administrator of the bureaucracy, who's total focus was the rational and efficient operation of the organization. The ideal bureaucracy was best led monocratically and hierarchically with one administrator or executive at the top to ensure that “precision, speed, unambiguity, knowledge of the files, continuity, discretion, unity, strict subordination, reduction of friction and of material and personal costs” are raised (Lambert & Miriam, 2010).

Anomalies of Bureaucracy

Bureaucracy fostered considerable efficiency and productivity in business during the industrial or modern era and generated more competency and merit in public administration than previous forms of organization. Yet there are many anomalies inherent in the bureaucratic organization. Precise rules and procedures, which were designed to promote rationality, efficiency, and speed, often result in sluggish, unresponsive reactions to new situations. Along with the proliferation of rules, the hierarchical chain of command often slows decision making and efficiency, contrary to Weber's conviction, because decisions must move up through the chain of command before any action can take place (Lambert & Miriam, 2010).

The bureaucratic organization, with its hierarchical chain of command, system of rules, and division of labor, exists in a relatively stable environment, as described earlier. Organic structures occur primarily in a disturbed reactive environment that requires organizational adaptation to conditions of change.

Network Model for organization

Network model is the new approach which is applying in many organizations. According to this model knowledge workers have the ability to create and leverage information for increasing competitive advantage and create the tough competition for other companies via collaboration of agile and small directed team. This network needs culture change and hierarchical change. The nature of this model is depending upon which is the best for the organization (Lambert & Miriam, 2010). It is different from Bureaucratic organization. The basic purpose of this model is profitable continuous change according to changing in globalization, exponential leaps in technological capabilities and other market forces. World has started to change and it can cause uncertainty do organization need to renew their strategies (Thomas & Christopher, 2008).

Conclusion

Communication and work assignments in the network Model organization often consist of lateral consultation in contrast to vertical command. A leader at the top is no longer all-powerful. There is no freedom for give the ...