Adhocracy - Explained
What is an Adhocracy?
- Marketing, Advertising, Sales & PR
- Accounting, Taxation, and Reporting
- Professionalism & Career Development
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Law, Transactions, & Risk Management
Government, Legal System, Administrative Law, & Constitutional Law Legal Disputes - Civil & Criminal Law Agency Law HR, Employment, Labor, & Discrimination Business Entities, Corporate Governance & Ownership Business Transactions, Antitrust, & Securities Law Real Estate, Personal, & Intellectual Property Commercial Law: Contract, Payments, Security Interests, & Bankruptcy Consumer Protection Insurance & Risk Management Immigration Law Environmental Protection Law Inheritance, Estates, and Trusts
- Business Management & Operations
- Economics, Finance, & Analytics
What is Adhocracy?
Adhocracy refers to an approach to business management focusing on manager autonomy and discretion in decision-making and action.
Adhocracy versus Bureaucracy
Adhocracy is the opposite of bureaucracy. It consists of a specific rules and procedures, and follow a systematic process for attaining the set objectives.
Who Created the Concept Adhocracy?
Research Alvin Toffler begain using this term in the 1970s.
What is the Objective of Adhocracy?
Adhocracy gives companies the authority to be dynamic and carry its operations with less control.
Adhocracy and Rigorous Decision Making
Adhocracy is different from rigorous methods of decisionmaking wherein only the members who are associated with the final result are considered in the process; alternatives are measured strictly; and decisions are taken, assigned, observed, implemented, and reviewed in a timely manner.
What is bureau-adhocracy?
If one creates a balanced approach of adhocracy and bureaucracy, it will help in identifying and solving these issues. This approach is called bureau-adhocracy, and it has the following characteristics:
- Structure occurs and adjusts to environment naturally
- Less formalized expectations of employee behavior
- Conventional training not linked to job specialization
- Specialists or experts operate in functional areas more for housekeeping objectives, but can be allocated to other projects for achieving set targets
- Inter and intra-changing with teams based on mutual agreement
- Minimal or zero scope of standardizing system
- Improper allocation of roles and duties
- Specific decentralization of tasks
- Specific authority offered to expert or special teams
- Offering information in a horizontal manner
- Non-bureaucracy being an important factor in organizational culture
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