ORGANIZATIONAL STRUCTURES AND DISTRIBUTED DECISION-MAKING

In the present days, organisations make reference to two ideal models: the Tayloristic and the network models. Both types of organisation ma ke use of distributed decision making processes. However, the form and content of decision making vary very much, depending on the organisat ional structures, the technologies and the human resources the two typ es of organisation require. This assumption will be discussed by illus trating the contrasting aspect of the two organisational structures, a nd the three main differential forms of distributed decision making. E vidence from three studies will show that each form of distributed dec ision making can be inhibited or required depending on the technologic al and organisational structure they are to be embedded in.