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Organisational structure and Elliot Jaques' stratified systems theory

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dc.contributor.author Grobler, Schalk Willem
dc.date.accessioned 2009-05-08T10:08:44Z
dc.date.available 2009-05-08T10:08:44Z
dc.date.issued 2005
dc.identifier.uri http://hdl.handle.net/10500/146
dc.description Conduct an exploratory study on operationally focussed managers within a South African company, using both quantitative and qualitative analysis, to determine the correlation between the required and actual levels of complexity and time-span of control at specific hierarchical levels en_US
dc.description.abstract Organisational design needs to be in line with capabilities of the individual-inrole. The structure of an organization directly impacts the overall effectiveness and ultimately the success of such an organization and the number of layers required in any given hierarchy is a product of the organization’s mission (Jaques, 1989). Stratified Systems Theory (Jaques, 1989) defines work in seven strata based on a basis of decision-making complexity. The research presented here identifies a specific organisation’s current level of work based on complexity and the time-span of decision-making. Research was done in one specific geographical region of a company operating in the Supply Chain and Logistics industry in South Africa. Qualitative data collection was done by means of interviews with a defined sample group that provided an adequate cross-section of the main functions of the business, however, the sampling technique used may not provide results representative of the entire population. ii The Brunel Institute for Organisation and Social Studies’ (BIOSS) Matrix of Working Relationships was used as main basis for reporting results. The research indicates that the organisation is presently, according to Jaques Stratified Systems Theory (Jaques, 1989), operating at one level below their intended level that will allow them to effectively meet their longterm strategic objectives. The report identifies shortcomings in terms of the current capabilities of the individual-in-role and the actual work requirements, setting a foundation for further analysis of individual capabilities for effective organisational design. en_US
dc.format.extent 1 online resource (x, 97, 25 leaves)
dc.language.iso en en_US
dc.publisher Unisa en_US
dc.subject Leadership en_US
dc.subject Decision-making en_US
dc.subject Managers en_US
dc.subject Cognitive complexity theory en_US
dc.subject.ddc 658.4
dc.subject.lcsh Leadership
dc.subject.lcsh Decision making
dc.subject.lcsh Business enterprises -- Decision making
dc.title Organisational structure and Elliot Jaques' stratified systems theory en_US
dc.title.alternative A study of the cognitive complexity of decision-making and control of operational managers in a South African organisation in the Freight Forwarding and Clearing Industry, as described by Jacques and Clements' cognitive complexity theory en_US
dc.type Research Report en_US
dc.description.department Graduate School of Business Leadership
dc.description.degree MBL


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