SYSTEMS DEVELOPMENT LIFECYCLE
Adler, P. S. (2012). Perspective—the sociological ambivalence of bureaucracy: from Weber via Gouldner to Marx. Organization Science, 23(1), 244-266.
This authors presented a different view of the functional/bureaucratic organization. The author argues that reports suggesting that the bureaucratic form of organizational structures are dead are mere exaggerations. The author content that there is a need to continue debating about the effects and functions of the functional organization. The author disagrees with the long-held view of the functional organization as inspired by Max Weber, which views bureaucratic organizations as inefficient. While using evidence from research, the author challenged Gouldner’s and Weber’s accounts which he believes are overly pessimistic. The author reviewed a lot of sources implying that this article is rich in information regarding views about functional organizations. This is a very good article for use in choosing whether a functional organization is good for an organization or not.
Lee, J. Y., Kozlenkova, I. V., & Palmatier, R. W. (2015). Structural marketing: using organizational structure to achieve marketing objectives. Journal of the Academy of Marketing Science, 43(1), 73-99.
The article begins by pointing out that there is a general agreement that organizational structure adopted by a firm can be used to influence its marketing. However, the author pointed out that despite that knowledge, there have been scarce and fragmented studies about the impacts of different design elements of organizational structure on marketing. The author, therefore, sought to address this gap in knowledge by synthesizing as well as an extending understanding of how organizations employ structural organizational elements to meet marketing objectives. There is a cross-disciplinary literature review of the different organizational structure. The author offered both testable propositions as well as theoretical tenets. Further, the author employed illustrative business cases to help in reinforcing the tenets, managerial insights, and conceptual arguments. This is what make the article stronger. It is very helpful for one who is interested in comparing the different organizational structures and their impact on the marketing aspect of organizations.
Smith, C. (2015). Functional to Matrixed Organization. Retrieved from: http://www.pmhut.com/functional-to-matrixed-organization
The article addresses organizational leaders who are usually tasked with decision-making processes on which organizational structure to adopt for project management in their organizations. The article examines organizational structures which are suitable for project management. It also discussed the benefits and disadvantages of each organizational structure. The author described processes used to implement a successful organizational structure. The author concludes that a functional organization with plans to implement large projects ought to adopt a matrix organizational structure. Besides discussing the details of the organizational structure, the author also outlines steps necessary on how to achieve an organizational change. Although there was no data collected, the sources reviewed by the author are reliable. This article is, therefore, suitable for understanding more about functional, matrix, and pure project organizational structures.
Su, S., Baird, K., & Schoch, H. (2015). The moderating effect of organizational life cycle stages on the association between the interactive and diagnostic approaches to using controls with organizational performance. Management Accounting Research, 26, 40-53.
The article examines the moderating effect of the life cycle stages of an organization on the relationship between the strategies to using organizational performance with using diagnostic versus interactive controls. The authors conducted analysis using an approach devised by Miller and Friesen, which comprised the stages of birth, growth, maturity, and revival. For the purposes of carrying out the analysis, the authors collected data using a survey questionnaire where a random sampling procedure was employed. From the data analysis, the authors were able to make conclusions. The approach used by the authors to conduct the study imply that the findings can be reliably used to make generalizations. This article is suitable for a person who wants to understand more about organizational life cycles and management control systems applicable to each business unit at any given stage.
Soda, G., & Zaheer, A. (2012). A network perspective on organizational architecture: performance effects of the interplay of the formal and informal organization. Strategic Management Journal, 33(6), 751-771.
Brown, P. L., & Abell, S. K. (2013). Examining the Learning Cycle. Perspectives: Research & Tips to Support Science Education, K-6. Retrieved from: http://web.missouri.edu/~hanuscind/4280/ExaminingLearningCycle.pdf
This article provides perspectives of the learning cycle. The authors examined learning cycles where they begin by inquiring whether hands-on learning is sufficient. A description of a learning cycle has been provided. In addition, the authors explained why a learning cycle is necessary. In order to justify whether it is necessary, they referred to the works of cognitive psychologists and other researchers. There is an explanation of how learning cycle affects students. Finally, suggestions are given on how teachers can change the learning cycles. This is an examination which was purely based on literature review of past work. The authors used reliable sources. Although the article is based on learning cycle in the context of learning institution, the findings can be applied to an organizational context.
References
Adler, P. S. (2012). Perspective—the sociological ambivalence of bureaucracy: from Weber via Gouldner to Marx. Organization Science, 23(1), 244-266.
Brown, P. L., & Abell, S. K. (2013). Examining the Learning Cycle. Perspectives: Research & Tips to Support Science Education, K-6. Retrieved from: http://web.missouri.edu/~hanuscind/4280/ExaminingLearningCycle.pdf
Lee, J. Y., Kozlenkova, I. V., & Palmatier, R. W. (2015). Structural marketing: using organizational structure to achieve marketing objectives. Journal of the Academy of Marketing Science, 43(1), 73-99.
Smith, C. (2015). Functional to Matrixed Organization. Retrieved from: http://www.pmhut.com/functional-to-matrixed-organization
Soda, G., & Zaheer, A. (2012). A network perspective on organizational architecture: performance effects of the interplay of the formal and informal organization. Strategic Management Journal, 33(6), 751-771.
Su, S., Baird, K., & Schoch, H. (2015). The moderating effect of organizational life cycle stages on the association between the interactive and diagnostic approaches to using controls with organizational performance. Management Accounting Research, 26, 40-53.
